Agenda Document Pack - Community and Enterprise Resources Committee - 13/05/2025
South Lanarkshire Council · 13 May 2025
Back to Community and Enterprise Resources Committee — 13 May 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Friday, 02 May 2025 Dear Councillor Community and Enterprise Resources Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Tuesday, 13 May 2025 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Robert Brown (Chair), Maureen Devlin (Depute Chair), Joe Fagan (ex officio), John Anderson, Ralph Barker, Walter Brogan, Andy Carmichael, Gerry Convery, Andrea Cowan, Margaret Cowie, Colin Dewar, Gladys Ferguson-Miller, Ross Gowland, Graeme Horne, Cal Johnston-Dempsey, Susan Kerr, Martin Lennon, Richard Lockhart, Hugh Macdonald, Ian McAllan, Kenny McCreary, Davie McLachlan, Carol Nugent, Kirsten Robb, Helen Toner, David Watson Substitutes Alex Allison, Ross Clark, Margaret Cooper, Allan Falconer, Alistair Fulton, Lesley McDonald, Elaine McDougall, Mark McGeever, Richard Nelson, Graham Scott, David Shearer 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Community and Enterprise Resources Committee held on 25 February 2025 submitted for approval as a correct record. (Copy attached) 5 - 10 Monitoring Item(s) 3 Community and Enterprise Resources - Revenue Budget Monitoring 2024/2025 Joint report dated 23 April 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 11 - 20 4 Community and Enterprise Resources - Capital Budget Monitoring 2024/2025 Joint report dated 15 April 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 21 - 24 5 Community and Enterprise Resources - Workforce Monitoring - January and February 2025 Joint report dated 3 April 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 25 - 32 Item(s) for Decision 6 Community and Enterprise Resource Plan 2025/2026 Report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 33 - 60 7 Employability - Annual Investment Plan Report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 61 - 78 8 Community Benefit Funds – Renewable Energy Fund - Grant Applications Report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 79 - 88 9 Renewable Energy Fund – New Windfarm Contributions Report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 89 - 94 10 UK Shared Prosperity Fund 2025/2026 Report dated 29 April 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 95 - 100 2
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Item(s) for Noting 11 Community Benefit Funds – 2024/2025 Annual Report Report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 101 - 114 12 Larkhall Leisure Centre Progress Update Report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 115 - 118 Urgent Business 13 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 3
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COMMUNITY AND ENTERPRISE RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 25 February 2025 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan, Councillor Andy Carmichael, Councillor Ross Clark (substitute for Councillor Helen Toner), Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Maureen Devlin (Depute), Councillor Colin Dewar, Councillor Gladys Ferguson-Miller, Councillor Ross Gowland, Councillor Cal Johnston-Dempsey, Councillor Susan Kerr, Councillor Richard Lockhart, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Davie McLachlan, Councillor Carol Nugent, Councillor David Shearer (substitute for Councillor Hugh Macdonald), Councillor David Watson Councillors' Apologies: Councillor Poppy Corbett, Councillor Joe Fagan (ex officio), Councillor Graeme Horne, Councillor Martin Lennon, Councillor Hugh Macdonald, Councillor Helen Toner Attending: Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Services; F Carlin, Head of Planning and Regulatory Services; K Carr, Head of Facilities, Waste and Grounds Services; K Lean, Economic Development Manager (Funding and Rural); K McGuire, Waste Services Manager; C Park, Head of Roads, Transportation and Fleet Services Finance and Corporate Resources G Booth, Finance Manager (Strategy); L Harvey, Finance Manager (Resources); E Maxwell, HR Business Manager; T Slater, Administration Adviser; N Tollan, Administration Assistant 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 26 November 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Community and Enterprise Resources - Revenue Budget Monitoring 2024/2025 A joint report dated 6 February 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted on the actual expenditure measured against the revenue budget for the period 1 April to 27 December 2024 and providing a forecast for the year to 31 March 2025 for Community and Enterprise Resources. 2 5
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A Service Analysis Statement, which outlined key highlights by Service for the Resource, was provided at Appendix A to the report. The detailed financial position, with variance explanations by budget category, was provided in appendices B to G of the report. At 27 December 2024, the projected outturn position for the Resource, before transfers to reserves, was an underspend of £0.040 million. Following the Council’s Probable Outturn exercise, the forecast to 31 March 2025 was a breakeven position, after approved transfers to reserves. Virements, proposed to realign budgets across budget categories and with other Resources, were detailed in the appendices to the report. Members asked officers to convey their thanks, on behalf of the Committee, to employees across the Resources for their work during and following the recent storm. Officers responded to members’ questions in relation to:- employee costs and the actions being taken to fill vacancies. The HR Business Manager undertook to look into whether vacancy numbers could be provided to the member concerned responsibility for clearing fallen trees and the options available to the Council to charge private land-owners the previous provision of vacancy numbers in workforce monitoring reports. The HR Business Manager explained that this information was provided in Council-wide reports and that, due to the change to the Fusion system, work was still underway to finalise the information that could be provided, however, she would take back the member’s comments in relation to this The Committee decided: (1) that the forecast to 31 March 2025 of a breakeven position, after approved transfers to reserves, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of 26 November 2024 (Paragraph 3)] 4 Community and Enterprise Resources - Capital Budget Monitoring 2024/2025 A joint report dated 28 January 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted advising of progress on the Community and Enterprise Resources’ Capital Programme 2024/2025 and summarising the expenditure position at 30 December 2024. The revised Capital Programme for 2024/2025 for the Resource amounted to £47.364 million. This was based on the overall Capital Programme for 2024/2025 and included adjustments approved by the Executive Committee on 11 December 2024. Appendix A to the report detailed the financial position for the Resource and provided a forecast for the financial year of £38.925 million. This forecast underspend reflected the timing of spend across the year and funding would be carried forward to 2025/2026 to allow projects to be completed. Actual expenditure to 30 December 2024 was £20.093 million. 6
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The Committee decided: that the Community and Enterprise Resources’ Capital Programme of £47.364 million, and forecast expenditure of £38.925 million, be noted. [Reference: Minutes of 26 November 2024 (Paragraph 4) and Minutes of the Executive Committee of 11 December 2024 (Paragraph 4)] 5 Community and Enterprise Resources - Workforce Monitoring – October to December 2024 A joint report dated 27 January 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted on the following employee information for Community and Enterprise Resources for the period October to December 2024:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews The HR Business Manager responded to a member’s question in relation to the increase in the number of violent incidents, and undertook to look further into the violent incidents statistic to provide reassurance to Committee. The Committee decided: that the report be noted. [Reference: Minutes of 26 November 2024 (Paragraph 5)] 6 Community Benefit Funds – Renewable Energy Fund - Grant Applications A report dated 5 February 2025 by the Executive Director (Community and Enterprise Resources) was submitted on 7 applications to the Renewable Energy Fund (REF). This community benefit funding, secured from windfarm developers, had been established to provide funding to suitable projects providing community benefits in eligible areas. It was proposed that, subject to the applicants providing written confirmation that all other additional funding for the projects had been secured, a grant be awarded up to a maximum of:- £66,462 towards eligible costs associated with the upgrade of a community play park within Braidwood to Braidwood Community Group from Black Law Windfarm £33,136 towards eligible costs associated with the refurbishment of 3 toilets within the Club to Coalburn Bowling Club from Auchrobert Windfarm £199,500 towards eligible costs associated with the refurbishment of the pavilion within Stonehouse Park to Friends of Stonehouse Park from Bank End Rig Windfarm £41,136 towards eligible costs associated with the employment of an Operations Officer to Lanark Community Development Trust from Black Law Windfarm £153,910.89 towards eligible costs associated with the refurbishment of McKirdy 3G football pitch to Lesmahagow Community Football Club from Auchrobert Windfarm £54,041.76 towards eligible costs associated with the redesign of the community car park to Sandford and Upper Avondale Community Council from Bank End Rig Windfarm £70,897 towards eligible costs associated with the employment of a Development Officer to the Welcome All Hub from Muirhall Stallashaw Windfarm 7
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The Committee decided: that, subject to the applicants providing written confirmation that all other funding for the projects had been secured, a grant be awarded of up to a maximum of:- £66,462 towards eligible costs associated with the upgrade of a community play park within Braidwood to Braidwood Community Group from Black Law Windfarm £33,136 towards eligible costs associated with the refurbishment of 3 toilets within the Club to Coalburn Bowling Club from Auchrobert Windfarm £199,500 towards eligible costs associated with the refurbishment of the pavilion within Stonehouse Park to Friends of Stonehouse Park from Bank End Rig Windfarm £41,136 towards eligible costs associated with the employment of an Operations Officer to Lanark Community Development Trust from Black Law Windfarm £153,910.89 towards eligible costs associated with the refurbishment of McKirdy 3G football pitch to Lesmahagow Community Football Club from Auchrobert Windfarm £54,041.76 towards eligible costs associated with the redesign of the community car park to Sandford and Upper Avondale Community Council from Bank End Rig Windfarm £70,897 towards eligible costs associated with the employment of a Development Officer to Welcome All Hub from Muirhall Stallashaw Windfarm [Reference: Minutes of 6 February 2024 (Paragraph 8)] 7 South Lanarkshire Inward Investment and Property Enquiries Update A report dated 5 February 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the development of the Council’s approach to Inward Investment. Inward Investment made a distinct, positive and significant impact on the economy at national, regional and local level. The term ‘inward investment’ described both foreign direct investment (FDI) and similar investment from the rest of the UK into Scotland, the Glasgow City Region and the local authority area. Information was provided on the:- South Lanarkshire Inward Investment Strategy, approved by Committee on 6 February 2024 progress that had been made across the 5 workstreams property enquiries for business space received from April to December 2024 key challenges as highlighted by the recent review undertaken by Ryden LLP property consultants and reported to Committee on 26 November 2024 8
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The Head of Enterprise and Sustainable Development Services responded to members’ question in relation to:- the challenges with sites under 10,000 square feet encouraging the private sector to develop sites liaising with Planning officers in terms of the Local Plan renewal and looking at sites in rural areas that could accommodate smaller units The Committee decided: (1) that the progress on the development of the Council’s approach to Inward Investment be noted; and (2) that the range and number of enquiries for business space in the South Lanarkshire area be noted. [Reference: Minutes of 26 November 2024 (Paragraph 7) and 6 February 2024 (Paragraph 11)] 8 Waste Policy Update A report dated 5 February 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on developments in relation to forthcoming waste policy and legislation. Sustainable waste management practices were an integral part of the Scottish Government’s goal to move towards a more Circular Economy, which was where resources were conserved, and waste was minimised. Establishing a Circular Economy was vital to reducing greenhouse gas emissions and meeting the Government’s Net Zero ambitions. Updates were provided on the:- Circular Economy (Scotland) Act 2024 Circular Economy and Waste Route Map Deposit Return scheme Producer Responsibility Obligations (Packaging Waste) Regulations 2024 UK Emissions Trading Scheme (decarbonising disposal) Officers responded to members’ questions in relation to:- the use of funding arising from the Producer Responsibility Obligations (Packaging Waste) Regulations 2024 concerns about changes to the Deposit Return Scheme potentially no longer including glass concerns about future proposals to possibly reduce the size of bins or frequency of bin collections The Committee decided: that the developments in relation to forthcoming waste policy and legislation be noted. 9 Waste Management Review Update A report dated 5 February 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the progress of the Waste Management Review. 9
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Information was provided on:- those elements of the Review already approved by Council committees as follows:- the implementation of a booking system for Household Waste Recycling Centres, approved by this Committee on 18 June 2024 operational changes required to allow Waste Upholstered Domestic Seating (WUDS) to be collected and treated, approved by this Committee on 18 June 2024 the introduction of a charge for the collection of garden waste, approved by the Executive Committee on 26 June 2024 the following workstreams undertaken as part of the Review:- Household Waste and Recycling Centres Waste Compositional Analysis Kerbside Collections Information was also provided on work undertaken in relation to:- collections modelling and routing depots and infrastructure Officers responded to members’ questions in relation to:- the impact on residual waste of the charge introduced for garden waste the provision of service at Carluke and the reason for the recent closure the Extended Producer Responsibility Scheme, advising that this was a UK-wide scheme The Committee decided: that the progress of the Waste Management Review be noted. [Reference: Minutes of 18 June 2024 (Paragraphs 10 and 11) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 11)] Councillor Convery left the meeting during this item of business 10 Urgent Business There were no items of urgent business. 10
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Revenue Budget Monitoring 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April to 21 February 2025 for Community and Enterprise Resources provide a forecast for the year to 31 March 2025 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the forecast to 31 March 2025 of a breakeven position after approved transfer to reserves, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the fourth revenue budget monitoring report presented to the Community and Enterprise Committee for the financial year 2024/2025. 3.2. The report details the financial position for Community and Enterprise Resources. Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and Appendices B to G provides the detailed financial position with variance explanations by budget category. 3.3. This report reflects the actual spend to 21 February 2025 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. As at 21 February 2025, the projected outturn position for 2024/2025 is an underspend of £0.040m before approved transfers to reserves. This is outlined in the attached appendices. 3 11
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5.2. Probable Outturn - Following the Council’s formal Probable Outturn exercise, the forecast for the budget to 31 March 2025 is a breakeven position after approved transfers to reserves of £0.040m. This position is outline in Appendices B to G. 5.3. Work is ongoing to finalise the yearend position for the Resource and this will be reported to the Executive Committee in June and to the next meeting of this committee. 5.4. Virements are proposed to realign budgets across budget categories and with other Resources. These movements have been detailed in the appendices to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures which could increase the risk of overspend, however these are mitigated by additional funds being added to the budget. 7.2. The risk is managed through four weekly Budget Monitoring meetings at which any variance is analysed. In addition, the new forecasting within FUSION and work with the Resource and finance teams, ensures early warning for corrective action to be taken where appropriate. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and therefore no integrated impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 23 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent 12
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Previous References None List of Background Papers Financial Ledger and budget monitoring results to 27 December 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Louise Harvey, Finance Manager Ext: 2658 (Tel: 01698 452658) Email: louise.harvey@southlanarkshire.gov.uk 13
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Appendix A Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period 12 Ended 21 February 2025 (No. 12) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Facilities, Waste and Grounds Services 81,493 81,080 413 0.51% 66,422 Planning and Regulatory Services 4,874 4,334 540 11.08% 3,708 Leisure Services 21,747 21,759 (12) (0.06%) 19,485 Enterprise and Sustainable Development 6,694 6,327 367 5.48% 2,047 Roads, Transportation and Fleet Services 17,948 19,216 (1,268) (7.06%) 11,574 Net Controllable Exp. 132,756 132,716 40 0.03% 103,236 Service Explanation for significant projected outturn variances Facilities, Waste and Grounds Services The anticipated underspend is mainly due to turnover and staff vacancies, partially offset by under recoveries in School Meals within Facilities as well as less income recovered from Care of Gardens within Grounds. The anticipated Service underspend will be offset by overspends within the overall Resource. Planning and Regulatory Services The anticipated underspend is mainly due to staff vacancies and turnover within the Environmental Services and Planning & Building Standards teams, and lower than budgeted costs for Scientific Services within Environmental Services due to decreased demand. In addition, there is an over recovery of income from Planning applications. The anticipated Service underspend will support the overall Resource balanced budget position. Leisure Services No significant variances to report. Enterprise and Sustainable Development The anticipated underspend is mainly due to staff vacancies and turnover within the Economic Development and Support teams. The anticipated Service underspend will support the overall Resource balanced budget position. Roads, Transportation and Fleet Services A overspend is anticipated across the service, mainly due to the net costs of Electric vehicles, reduced income within Parking and the Roads Construction Unit reflecting demand, and increased costs associated with the upkeep of depots. These overspends are partially offset by an expected underspend within employee costs due to vacancies and staff turnover. The anticipated Service overspend will be managed within the overall Resource position. 14
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Appendix B Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) Community and Enterprise Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 99,423 95,277 4,146 Under 4.17% 82,861 Property Costs 10,295 11,112 (817) Over (7.94%) 8,406 Supplies & Services 20,712 20,648 64 Under 0.31% 15,179 Transport & Plant 23,784 24,181 (397) Over (1.67%) 16,004 Administration Costs 874 987 (113) Over (12.93%) 811 Payments to Other Bodies 19,906 19,886 20 Under 0.10% 13,927 Payments to Contractors 40,023 41,222 (1,199) Over (3.00%) 35,244 Transfer Payments 617 617 0 - 0.00% 611 Financing Charges 207 199 8 Under 3.86% 16 Total Controllable Exp. 215,841 214,129 1,712 Under 0.79% 173,059 Total Controllable Inc. (83,085) (81,413) (1,672) Under (2.01%) (69,823) Net Controllable Exp. 132,756 132,716 40 Under 0.03% 103,236 Transfer to Reserves - 40 (40) Position after Transfer to Reserves 132,756 132,756 0 - 0.0% Variance Explanations Variance explanations are shown in Appendices C-G as appropriate. Budget Virements Budget virements are shown in Appendices C-G as appropriate. Approved Transfers to Reserves Detailed in Appendix G. 15
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Appendix C Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) Facilities, Waste and Grounds Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 62,191 60,272 1,919 Under 3.09% 52,903 1 Property Costs 2,286 2,746 (460) Over (20.12%) 2,135 2 Supplies & Services 10,418 10,596 (178) Over (1.71%) 8,011 3,a Transport & Plant 9,042 9,270 (228) Over (2.52%) 7,526 4 Administration Costs 181 222 (41) Over (22.65%) 207 5 Payments to Other Bodies 54 51 3 Under 5.56% 40 Payments to Contractors 18,480 18,531 (51) Over (0.28%) 15,212 6 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 44 49 (5) Over (11.36%) 8 Total Controllable Exp. 102,696 101,737 959 Under 0.93% 86,042 Total Controllable Inc. (21,203) (20,657) (546) Under (2.58%) (19,620) 7,a Net Controllable Exp. 81,493 81,080 413 Under 0.51% 66,422 Variance Explanations 1. The forecast underspend is due to vacancies and staff turnover and is partially offset by an overspend in overtime costs. 2. The forecast overspend is due to increased costs for cleaning and janitorial equipment within Facilities and for rates at the former Civic Amenity Site at Muttonhole Road. 3. The forecast overspend is mainly due to spend on purchase and repairs of equipment within Facilities Management and higher than budgeted costs for domestic waste and recyclate bins within Waste services. 4. The forecast overspend relates mainly to increased costs for vehicle maintenance within Waste, Grounds and Streets and greater costs for leasing within Streets. 5. The forecast overspend relates to cost of medical referrals and printing of communication materials. 6. The forecast anticipates an overspend mainly due to higher that anticipated costs on the upkeep of the Crematorium. 7. The projected under recovery in income relates to less demand for additional service requests within Street Cleansing, a reduction in School meal income within Facilities, a decrease in uptake of the Care of Gardens service and reduced use of reserve income from adoptions, within Grounds. These are partially offset by additional service requests for clearances within Waste services. Budget Virements a. Realignment of budget to reflect realignment of Universal Free School Meal funding within Facilities. Net effect £0.000m: Supplies and Services (£0.320m), Income £0.320m. 16
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Appendix D Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) Planning and Regulatory Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,359 7,065 294 Under 4.00% 6,168 1 Property Costs 38 33 5 Under 13.16% 14 Supplies & Services 207 204 3 Under 1.45% 153 b Transport & Plant 127 102 25 Under 19.69% 88 2 Administration Costs 134 173 (39) Over (29.10%) 155 3,a Payments to Other Bodies 422 371 51 Under 12.09% 236 4,a Payments to Contractors 830 813 17 Under 2.05% 721 a Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 46 30 16 Under 34.78% 2 Total Controllable Exp. 9,163 8,791 372 Under 4.06% 7,537 Total Controllable Inc. (4,289) (4,457) 168 Over 3.92% (3,829) 5 Net Controllable Exp. 4,874 4,334 540 Under 11.08% 3,708 Variance Explanations 1. The forecast underspend is mainly due to staff vacancies and turnover. 2. The forecast underspend reflects pool car usage within Environmental Services. 3. The forecast overspend reflects unbudgeted legal costs for an ongoing Environmental Services case. 4. Less spend is predicted on Scientific Services within Environmental Services and spend associated with the Local Plan. 5. A greater level of income from Planning applications is forecast. Budget Virements a. Realignment of budget to reflect service delivery within Air Quality Projects. Net effect £0.000m: Supplies and Services (£0.042m), Administration £0.017m, Payment to Other Bodies (£0.121m), Payment to Contractor £0.146m. 17
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) South Lanarkshire Leisure and Culture Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 4 4 0 - 0.00% 4 Property Costs 5,624 5,624 0 - 0.00% 3,851 Supplies & Services 0 0 0 - 0.00% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 8 8 0 - 0.00% 8 Payments to Other Bodies 80 92 (12) Over (15.00%) 1 1 Payments to Contractors 16,031 16,031 0 - 0.00% 15,621 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 0 0 0 - 0.00% 0 Total Controllable Exp. 21,747 21,759 (12) Over (0.06%) 19,485 Total Controllable Inc. 0 0 0 - 0.00% 0 Net Controllable Exp. 21,747 21,759 (12) Over (0.06%) 19,485 Variance Explanations 1. The overspend relates to the annual fireworks display at Strathclyde Park being more than budget. 18
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Appendix F Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) Enterprise and Sustainable Development Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 8,728 8,409 319 Under 3.65% 7,088 1 Property Costs 582 592 (10) Over (1.72%) 554 Supplies & Services 144 123 21 Under 14.58% 95 Transport & Plant 336 337 (1) Over (0.30%) 62 Administration Costs 153 123 30 Under 19.61% 73 2 Payments to Other Bodies 13,476 13,408 68 Under 0.50% 7,696 3,a Payments to Contractors 644 703 (59) Over (9.16%) 334 4 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 67 56 11 Under 16.42% 2 Total Controllable Exp. 24,130 23,751 379 Under 1.57% 15,904 Total Controllable Inc. (17,436) (17,424) (12) Under (0.07%) (13,857) Net Controllable Exp. 6,694 6,327 367 Under 5.48% 2,047 Variance Explanations 1. The forecast underspend is mainly due to staff turnover within Economic Development and Support Administration. 2. A projected underspend is mainly due to less costs anticipated for telephones and membership fees. 3. The forecast underspend is mainly due to reduced spend on Business Support Grants. 4. The overspend relates to the cost of repair works. Budget Virements a. Transfer of budget for capital funded from revenue in respect of the SLC Place Based Investment Programme.Net effect (£0.223m): Payment to Other Bodies (£0.223m). 19
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Appendix G Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) Roads, Transportation and Fleet Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 21,141 19,527 1,614 Under 7.63% 16,698 1 Property Costs 1,765 2,117 (352) Over (19.94%) 1,852 2 Supplies & Services 9,943 9,725 218 Under 2.19% 6,920 3 Transport & Plant 14,279 14,472 (193) Over (1.35%) 8,328 4,a Administration Costs 398 461 (63) Over (15.83%) 368 5 Payments to Other Bodies 5,874 5,964 (90) Over (1.53%) 5,954 6 Payments to Contractors 4,038 5,144 (1,106) Over (27.39%) 3,356 7 Transfer Payments 617 617 0 - 0.00% 611 Financing Charges 50 64 (14) Over (28.00%) 4 Total Controllable Exp. 58,105 58,091 14 Under 0.02% 44,091 Total Controllable Inc. (40,157) (38,875) (1,282) Under (3.19%) (32,517) 8,a Net Controllable Exp. 17,948 19,216 (1,268) Over (7.06%) 11,574 Transfer to Reserves - 40 (40) Position after Transfer to Reserves 17,948 19,256 (1,308) Over (7.29%) Variance Explanations 1. The forecast underspend is mainly due to vacancies and staff turnover. 2. The forecast overspend reflects higher than budgeted costs for water and repairs & maintenance for Roads’ depots and higher cost of electrical power for the charging of electrical vehicles. 3. The forecast underspend is mainly due to less spend on materials within Roads Construction reflecting the type of works carried out. 4. The forecast overspend is due to the net effect of less spend on vehicle hires within Roads and overspends within the Fleet workshop covering outsider repairs, spares, materials and tyres. 5. The forecast overspend relates to cost of medical referrals and training costs within Roads. 6. The forecasted overspend relates to payments for winter weather forecasts being greater than anticipated. 7. The forecasted overspend is mainly due to higher than budgeted costs for bridge repairs and statutory inspections and increased contractor costs for maintenance of traffic lights. In addition, there are greater costs predicted for payments for lighting for routine maintenance, partially offset by a reduced level of spend on the use of sub-contractors. 8. Income is forecasted to be under recovered due to lower than budgeted parking and electrical vehicle income, and in relation to the Roads Construction Unit reflecting the type of works (refer 3 above). Within Fleet Services there is an under recovery in Leasing Management Fee due to the timing of vehicles going off/on lease. These are partially offset by over recovery of income due to permits, rechargeable street lighting works and Inspection Fees, taxi inspections and sale of vehicles. Budget Virements a. Realignment of budget to reflect leasing and fuel for pool cars within Fleet Services. Net effect £0.000m: Transport and Plant (£0.265m), Income £0.265m. Transfer to Reserves (£0.040m): i. Fleet Sinking Fund contribution (£0.025m) ii. Year 3 of 4 of Electric Vehicle Payback (£0.015m) 20
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Capital Budget Monitoring 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Community and Enterprise Resources for the period 1 April 2024 to 21 February 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Community and Enterprise Resources capital programme of £47.364 million, and forecast expenditure of £38.925 million, be noted. [1recs] 3. Background 3.1. This is the fourth capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2024/2025. 3.2. The revised budget of £47.364 million for Community and Enterprise Resources is based on the overall Capital Programme for 2024/2025, as approved by the Executive Committee on 26 June 2024 and adjusted for approved changes during the year. There has been no change to this budget since the last report to this Committee. 3.3. The report details the financial position for Community and Enterprise Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2024/2025 Budget As detailed in Section 3.2, the revised capital programme for Community and Enterprise Resources is £47.364 million. 4 21
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5.2. 2024/2025 Forecast Appendix A shows a forecast for the financial year of £38.925 million, an underspend of £8.439 million. This forecast underspend reflects the timing of spend across this year and into the new financial year, and results in budget required in 2025/2026 rather than 2024/2025. Funding for projects remaining underspent at the financial year end will be carried forward to allow the projects to be completed in 2025/2026. Officers have continued to work to maximise spend in 2024/2025, where possible. 5.3. The year-end position is currently being finalised and this will be reported to the Executive Committee on 25 June 2025 and the next meeting of this Committee (12 August 2025). 5.4. For information, actual expenditure to 21 February 2025 is £24.308 million. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 15 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 26 June 2024 22
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List of Background Papers ▪ Financial ledger to 21 February 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 23
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Appendix A South Lanarkshire Council Capital Expenditure 2024-2025 Community and Enterprise Resources Programme For Period 1 April 2024 – 21 February 2025 Community & Enterprise Base Budget £000 Budget Adjustment s £000 Slippage/ Acceleration £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Facilities, Waste and Grounds 2,846 252 - 3,098 2,415 683 1,375 Enterprise and Sustainable Development 28,558 8,097 (13,886) 22,769 17,048 5,721 9,375 Roads, Transport and Fleet 19,170 4,181 (1,854) 21,497 19,462 2,035 13,558 TOTAL 50,574 12,530 (15,740) 47,364 38,925 8,439 24,308 24
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – January and February 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for January and February 2025 relating to Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for January and February 2025 relating to Community and Enterprise Resources be noted:- attendance statistics occupational health accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 14 December 2024 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Community and Enterprise Resources provides information on the position for January and February 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of February 2025 for Community and Enterprise Resources. The Resource absence figure for February 2025 was 7.9%, this figure has increased by 0.7% when compared to the previous month and is 0.9% higher than the Council- wide figure. Compared to February 2024, the Resource absence figure has increased by 0.7%. 5 25
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Based on the absence figures at February 2024 and annual trends, the projected annual average absence for the Resource for 2024/2025 is 6.6%, compared to a Council-wide average figure of 5.9%. Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, 306 referrals were made this period. This represents a decrease of 35 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 8 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 12 disciplinary hearings were held within the Resource, this is a decrease of 1 when compared to the same period last year. Four appeals were heard by the Resource, 2 are in pending. Two grievances were raised within the Resource, this figure has increased by 2 when compared to the same period last year. One Dignity at Work complaint was raised within the Resource, this figure has increased by 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were a total of 15 leavers this period eligible for an exit interview. The number of leavers has decreased by 26, when compared with the same period last year. During the period 1 exit interview was conducted, this figure has decreased by 4 when compared to the same period last year. 5. Staffing Watch 5.1. There has been a decrease of 52 employees in post from 14 September 2024 to 14 December 2024. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 26
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10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 3 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Community and Enterprise Resources – 25 February 2025 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 27
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 4.4 3.6 3.2 April 7.3 6.3 6.8 April 6.9 6.0 6.3 April 5.6 5.1 5.2 May 3.9 3.7 3.1 May 6.8 6.3 6.3 May 6.3 5.9 5.9 May 5.4 5.1 5.3 June 3.5 4.3 4.1 June 7.2 5.9 6.4 June 6.7 5.7 6.0 June 5.3 4.7 5.2 July 3.9 2.3 3.8 July 5.9 4.6 4.5 July 5.6 4.3 4.4 July 4.6 3.8 4.1 August 3.4 3.0 3.4 August 6.6 5.2 6.2 August 6.1 4.9 5.7 August 4.4 4.1 4.7 September 3.1 2.5 3.8 September 7.9 7.1 7.5 September 7.1 6.4 6.9 September 5.4 5.3 6.1 October 5.1 2.0 4.2 October 7.5 7.0 7.2 October 7.1 6.3 6.7 October 5.8 5.1 6.0 November 4.2 2.6 3.6 November 8.3 8.1 8.3 November 7.7 7.3 7.6 November 6.5 6.2 6.9 December 3.7 3.0 3.8 December 8.8 7.5 8.1 December 8.0 6.8 7.4 December 7.0 6.6 7.0 January 2.6 3.6 3.9 January 7.4 7.4 7.8 January 6.7 6.9 7.2 January 5.8 6.1 6.7 February 3.6 4.0 4.0 February 7.4 7.8 8.7 February 6.9 7.2 7.9 February 5.9 6.4 7.0 March 3.9 3.2 March 7.9 7.9 March 7.3 7.2 March 6.4 6.3 Annual Average 3.8 3.2 3.7 Annual Average 7.4 6.8 7.1 Annual Average 6.9 6.2 6.6 Annual Average 5.7 5.4 5.9 Average Apr-Feb 3.8 3.1 3.7 Average Apr-Feb 7.4 6.7 7.1 Average Apr-Feb 6.8 6.2 6.5 Average Apr-Feb 5.6 5.3 5.8 587 2821 3408 15654 Resource Total No of Employees at 28 February 2025 No of Employees at 28 February 2025 No of Employees at 28 February 2025 No of Employees at 28 February 2025 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Community and Enterprise Resources APT&C Council WideManual Workers 28
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Jan - Feb Jan - Feb 2024 2025 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 86 78 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 341 306 Jan - Feb Jan - Feb 2024 2025 Specified Injuries* 1 0 Over 7 day absences 7 1 Over 3 day absences** 1 0 Minor 23 5 Near Miss *** 3 0 Violent Incident: Physical**** 8 2 Violent Incident: Verbal***** 2 0 Total Accidents/Incidents 45 8 Jan - Feb Jan - Feb 2024 2025 Total Number of Hearings 13 12 Total Number of Appeals 0 4 Appeals Pending 0 2 Time Taken to Convene Hearing October - Jan to Feb 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 2 5 5 Jan - Feb Jan - Feb 2024 2025 Number of Grievances 0 2 Still in Progress 0 2 Jan - Feb Jan - Feb 2024 2025 Number of Incidents 0 1 Still in Process 0 1 RECORD OF DIGNITY AT WORK 95 101 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS 38 41 Appendix 2 COMMUNITY AND ENTERPRISE RESOURCES 122 86 29
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Jan - Feb Jan - Feb 2024 2025 Career Advancement 0 2 Child Caring / Caring Responsibilities 0 0 Disatisfaction with terms and conditions 2 0 Further Education 0 0 Moving outwith area 0 1 Personal Reasons 0 6 Poor relationship with managers / colleagues 2 0 Travelling difficulties 0 0 Other 37 6 Total Number of Leavers Eligible for Exit Interview 41 15 Number of Exit Interviews conducted 5 1 Percentage of interviews conducted 12% 7% ANALYSIS OF REASONS FOR LEAVING Appendix 2a COMMUNITY AND ENTERPRISE RESOURCES 30
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As at 14 December 2024 Total Number of Employees F/T P/T F/T P/T 1206 378 240 1563 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1669.72 416.48 269.41 47.94 18.30 0.00 2.00 0.00 2428.85 As at 14 September 2024 Total Number of Employees F/T P/T F/T P/T 1244 384 235 1576 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1711.95 415.46 269.47 48.94 18.30 0.00 2.00 0.00 2471.12 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3387 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3439 31
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Community and Enterprise Resource Plan 2025/2026 for approval and note the monitoring arrangements [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Resource Plan 2025/2026, attached at Appendix 1, be approved; (2) that the Resource Plan 2025/2026 be uploaded onto the Council’s website following consideration by this Committee; (3) that, following Committee approval, all Resource Plans will be presented to Executive Committee on 25 June 2025, for noting; and (4) that Progress Reports on the Resource Plan 2025/2026 be provided at Quarter 2 and Quarter 4 to future meetings of this Committee. 3. Background 3.1. The Community and Enterprise Resource Plan for 2025/2026 was prepared in line with the corporate Resource Planning guidance. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which Community and Enterprise Resources operates and establishes actions and measures for the year ahead based on the priorities and outcomes set out in the Council Plan Connect 2022 to 2027. 3.3. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework, the Community and Enterprise Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 6 33
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3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams, Resource Committees and the Performance and Review Scrutiny Forum. The focus has been on reporting progress on Council outcomes, statutory performance indicators, other key performance measures and high-level Resource outcomes. Progress reports are provided at Quarter 2 and Quarter 4 to this Committee. 3.6. In preparing the Community and Enterprise Resource Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 3.7. Following approval at individual Resource Committees, all Resource Plans will be presented, as a pack, to Executive Committee on 25 June 2025, for noting. 4. Resource Plan 2025/2026 4.1. The Community and Enterprise Resource Plan 2025/2026 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan Resource Outcomes 2025/2026 4.2. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2025/2026. To support these outcomes, the Resource has developed performance measures in an action plan which is set out in section 4 of the Resource Plan. Key or strategic measures will be included in the Council Plan Connect Progress Reports 2025/2026, with the rest being monitored and reported at Resource level. Monitoring and Reporting 4.3. As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Resource Plan covering the period 1 April to 30 September 2025 (Quarter 2) as well as an end of year progress report covering the full year 1 April 2025 to 31 March 2026 (Quarter 4). 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 34
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 8. Other Implications 8.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is no requirement to undertake any consultation in terms of the information contained in this report. David Booth Executive Director (Community and Enterprise Resources) 23 April 2025 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values, Priorities and Outcomes in the Council Plan Connect 2022-27 Previous References None List of Background Papers Council Plan 2022-2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Anne Lewis (Performance and Development Officer) E-mail: anne.lewis@southlanarkshire.gov.uk 35
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1 Community and Enterprise Resources Community and Enterprise Resource Plan 2025-26 6 37
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2 Section Contents 1.0 Introduction 2.0 Key areas of focus for the year ahead 3.0 Resource outcomes 4.0 Measures and actions 5.0 Resourcing the Plan 38
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3 Section One – Introduction I am pleased to introduce our Resource Plan for 2025-26 which sets out our intended outcomes and priorities for the coming year. This is the main annual business planning document for the resource. It reflects the council’s key priorities as set out in the Council Plan ‘Connect’ and provides an overview of the resource’s main areas of activity. Our resource comprises the following four service areas – facilities, waste and grounds services; roads, transportation and fleet services; planning and regulatory services; and enterprise and sustainable development services. The resource employs 3415 people who together provide a wide range of services for local communities, including: • delivering key services within schools and council premises, including cleaning, catering, receptionist, janitorial, concierge, and crossing patrol services • keeping our streets clean and maintaining and developing public parks, open spaces, tree stock, fixed play areas, sports fields, golf courses, allotments, and food growing opportunities • collecting and disposing of waste and encouraging recycling • managing and maintaining the council’s cemeteries and crematorium, providing bereavement services, and ensuring the provision of burial ground • maintaining our roads and transportation network to support safe and effective transport, and promoting active travel • procuring and managing the council’s vehicle fleet, including refuse collection, roads maintenance, street sweeping and passenger transport • providing planning and building standard services which guide and control physical development and land use in the area, ensure the health and safety of persons in or about buildings, ensure the conservation of energy and the achievement of sustainable development • protecting public health through the delivery of environmental health services • providing trading standards to protect consumers and communities • promoting economic development and delivering support for local businesses • delivering effective employability services to support individuals and business • supporting town centres and physical regeneration, and • leading the council in developing and promoting sustainability, supporting the transition to a net zero carbon economy, and addressing climate change. The resource also has a significant role to play in managing the relationship between the council and South Lanarkshire Leisure and Culture (SLLC). SLLC deliver leisure and cultural services on behalf of the council and promote the health and wellbeing of South Lanarkshire residents through libraries, cultural venues, museum, arts centres, indoor and outdoor sports and leisure centres, community halls and country parks. The Resource Plan is an important element of the council’s performance management arrangements and is complemented by individual service plans and other key business plans and strategies. During 2025-26, service teams will continue to be involved in a series of reviews which will inform how our services are shaped and delivered in the future. David Booth Executive Director Community and Enterprise Resources 39
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4 Section Two – Key areas of focus for the year ahead 2.0. Overview The resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1. Local Development Plan (LDP) The council has a statutory duty to prepare a Local Development Plan for all parts of its area. Preparation of the council’s third LDP (LDP3) has recently started. It will address the spatial implications of national planning policy, National Planning Framework 4 (NPF4), for different places at a council-wide level. The focus of the plan will be to address challenges, including the climate and nature emergencies, the embedding of sustainable development principles in decision making, tackling poverty and disadvantage and health inequalities and embedding the principles of Local Living through the identification and maintenance of 20-minute neighbourhoods. The plan will be place-based with the Place Principle providing the policy context to ensure a participative approach to the future planning of places, services and infrastructure through partnership working with council services, transport providers, local communities, and health and education providers. The plan will be people-centred so that it meets the needs and aspirations of people and communities. Extensive engagement will continue to be carried out with stakeholders, partners and local communities so that the plan is prepared collaboratively taking into account a diverse range of views. The LDP will support decisions to invest in places by identifying priorities and focussing on the delivery of outcomes by drawing together all the council’s strategies, plans and the objectives of the Council Plan, Connect, as well of those of its partners and other stakeholders. The LDP must take account of the council’s Community Plan. The plan will take an infrastructure first approach so that an understanding of existing capacity and the requirement for new or improved infrastructure (including schools and health and social care provision) is an integral part of the plan process and this will inform the site selection process. New development will be directed to the right locations and will be expected to meet the principles of placemaking. LDP3 will include a Delivery Programme which will set out how the council will implement the plan and provide certainty for local communities and partners. The plan will be a key driver for delivering on the main areas of focus, for example by ensuring there is sufficient employment land to achieve inclusive economic growth goals and creating a land use framework for the regeneration of our town centres. At a council wide level, the plan will continue to identify opportunities to deliver the council’s affordable housing programme and reflect the outcomes of the review of the Strategic Commissioning Plan. Access to good quality greenspace and safe and accessible active travel routes are also a key priority for the resource, encouraging physical exercise and improving the wellbeing of our communities. The continuing preparation of the council’s Open Space Strategy will contribute to achieving these aims. 40
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5 The focus for 2025-26 is the completion of the Evidence Report which will inform the spatial strategy for LDP3. Extensive collaboration has taken place with other services and partners in terms of data gathering and assessment and the carrying out of engagement. The implementation of changes to the Building Regulations in 2024 in relation to the energy performance of buildings will also be a focus for 2025-26. 2.2. Cost of Living Crisis The UK continues to experience the worst cost-of-living crisis in 40 years. While all sectors of society are seeing prices rise, the impacts are greatest for those on the lowest incomes. The council recognises the immense pressures being faced by households across South Lanarkshire and acknowledges the potential for additional demands on council services as a result. The council has in place a range of support which can help households manage scarce resources, and services will continue to explore all avenues to support the most vulnerable in the year ahead. While doing all we can to support our communities in these difficult times, the council recognises that this also presents significant challenges for council services as budgets are increasingly squeezed by rising costs. This will undoubtedly be the case within Community and Enterprise Resources. However, working collaboratively across our communities with all key stakeholders will allow opportunities to be maximised through sustainable economic growth. 2.3. Economic Development and Renewal The UK, Scottish, Glasgow City Region and South Lanarkshire economies are all facing real challenges following the global pandemic, our country’s new international trading position, the war in Ukraine and the climate emergency; all of which impact our lives now and in the foreseeable future. Economic recovery in South Lanarkshire is incorporating the principles of community wealth building and be framed around three key themes of sustainable development: People, Place and Business (or social, physical, and economic regeneration). These themes align council and pan-Lanarkshire activity with local, national and regional strategies, delivering the collaborative approach required to achieve sustainable and inclusive economic growth. The Economic Strategy (2022-27) sets out the key priorities and actions for the council and aims “to make South Lanarkshire a flourishing, green, dynamic and equitable place for all”. Working in partnership with North Lanarkshire Council, the delivery of the Business Gateway Service is now being delivered ‘in-house’ which will deliver a more customer focussed service, rather than a target driven delivery model, leading to better outcomes for businesses and the economy. Since this change, all referrals for business advice are referred directly to the Business Gateway and they are the public facing organisation for business support within South Lanarkshire. Town Centre Regeneration Town centres retain a key role at the heart of our communities as a focal point for retail, business, culture, leisure and social interaction. Our town centres remain a council priority, and we are working across all our towns to manage change to allow our towns centres to serve the evolving needs of communities in the future. The way in which we support each town varies depending on the specific challenges, ranging from large transformational masterplans in East Kilbride and Hamilton, which have been formally adopted by the council, to smaller local interventions linking to local priorities and Community Wealth Building priorities. 41
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6 2.4. External Funding UK Government Shared Prosperity Funding (UKSPF) Following the UK withdrawal from the European Union, the UK Government outlined proposals to replace EU funding with national funds to address structural and economic imbalances and to aid the public and private sector in delivering transformational change in communities. The delivery of the 3-year £12m UK Shared Prosperity Funding (UKSPF) programme commenced in 2022. UK Government has confirmed additional funding for a fourth year, 2025-26, and for the council this amounts to £4m compared to £7.1m in 2024/25. Economic Development officers have worked with council services and external partners on delivery of the UKSPF to maximise economic and community outcomes. Delivery of over 23 projects, over the term of the programme, across council resources ranging from employability support to business grants and grants to communities, is progressing and is reported quarterly to the UK Government through Glasgow City Region. Levelling Up Fund Two projects have been awarded funding by the UK Government Levelling Up Fund. These are the Clydesdale Way (awarded £6.8 million of grant as part of the cross-council border Three Rivers Active Tourism project) and Shawfield Remediation (awarded £14.6m) for Clyde Gateway URC to progress decontamination and redevelopment of the Shawfield area. These projects will be progressed in 2025-26, with completion in line with the requirements set by the UK Government. 2.5. Glasgow City Region City Deal As part of the City Deal, the resource is leading the delivery of three major transportation projects being undertaken to boost South Lanarkshire’s access to the rest of Scotland. The Cathkin Relief Road in Rutherglen / Cambuslang and the Greenhills Road project in East Kilbride is complete. Proposals in relation to Stewartfield Way and East Kilbride Town Centre are progressing well and being developed through the preparation of the Outline Business Cases. Other school and transportation projects are being progressed by the resource in support of the various Community Growth Areas across South Lanarkshire. 2.6. Deliver effective Employability Services to support Individuals and Business South Lanarkshire Works will continue to deliver a range of employability programmes to meet the needs of key priority groups and employers and support South Lanarkshire residents into sustainable employment. A key focus of the 2025-26 Annual Investment Plan, which is developed and agreed with the South Lanarkshire Employability Partnership (SLEP), is to increase the availability of specialist employability support to participants with learning disabilities and other long-term health conditions. Specialist employability support involves long-term and intensive keyworker-based support, with significant in-work aftercare to support sustainable employment outcomes. The Annual Investment Plan will continue to include support for parents to progress to employment as a key priority. The Supporting Families approach, which involves working in partnership with primary schools and early years centres to identify and support socially excluded parents, will be rolled out across South Lanarkshire to support progressions to employment. 42
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7 2.7. Sustainable Development and Climate Change (SDCC) The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. It is expected that, as a public body, the council leads by example and uses its role to influence area-wide climate change action and sustainability. The Sustainable Development and Climate Change Strategy 2022 – 2027 and action plan sets out how the council aims to develop sustainably and tackle climate change. The council supports the delivery of Climate Ready Clyde’s Adaptation Strategy and action plan which seeks to transform Glasgow City region to adapt to the climate challenge and ensure everyone benefits from doing so. The council is also responsible for submitting annual Public Bodies Climate Change Duties reporting, which details progress made by the council in delivering against its duties, as set out in the Climate Change (Scotland) Act 2009. The inability to take the necessary action - due to funding constraints - to combat climate change and work toward achieving net zero carbon emissions by 2045 (thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents) is a top risk for the council. Sustainable development and climate change work carried out by the council seeks to mitigate this risk. 2.8. Circular Economy The Circular Economy (Scotland) Act 2024 sets out requirements for the following: a Circular Economy Strategy; Circular Economy targets; legislation aimed at reducing waste; increases in penalties for littering from vehicles; legislation to enhance duty of care responsibilities for households and businesses; and legislation to improve waste monitoring. These measures will underpin and complement Scotland’s Circular Economy and Waste Route Map. The route map will set out the strategic direction for waste management in Scotland until 2030, based on responsible production, responsible consumption, and maximising value from waste and energy. 2.9. Local Transport Strategy (LTS) Consultation on the draft LTS is currently being scheduled for Spring 2025, with the finalised draft document being presented to Committee for approval after the summer recess. Policies and actions are drafted taking cognisance of the Regional and National Transport Strategies. The new Local Transport Strategy will be an ambitious and forward-thinking strategy that sets out a strategic vision and objectives, alongside proposals for a ten-year Action Plan. It will be used to guide the transport actions and priorities of the council and will also be used to influence the actions of a range of partner organisations who deliver aspects of transport within South Lanarkshire. Main themes of the strategy will include reference to maintenance and asset management, road safety, the economy, sustainable and public transport, the environment, inclusive mobility, spatial planning as well as the use of technology. Plans for implementation of actions and monitoring will also be included. Strathclyde Partnership for Transport (SPT) have recently published their Regional Transport Strategy. Several themes are highlighted relating to public transport, managing travel needs, active travel, integration of travel, road safety, sustainable travel, climate resilience, environment and connecting places. 43
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8 This also links with the National Transport Strategy which sets outs various priorities and themes. These priorities look to reduce inequalities, take climate action, help deliver inclusive economic growth and improve our health and wellbeing, as well as those relating to public transport, managing travel needs, active travel, integration of travel, road safety, sustainable travel, climate resilience, environment and connecting places. 2.10. Health and Wellbeing This is a cross-cutting theme within Community and Enterprise Resources and covers a wide range of activities, from promoting healthy eating (via the provision of school meals), to the positive contribution that our partner, SLLC, makes in ensuring inclusive access to sport, leisure and culture across our communities. Community and Enterprise Resources will assist SLLC in the provision of these services by continuing to oversee capital investment in the council’s leisure and culture facilities: the new build of Larkhall Leisure Centre over the next three years will be a major project for the Resource, as will be the implementation of the council’s £13m Leisure and Culture Transformation Fund which will help modernise the leisure and culture estate, optimise use of the leisure and culture assets and assist in the transition towards net zero. The environmental health service promotes health protection practices and regulates public health across South Lanarkshire. 2.11. Free School Meals Roll Out The Scottish Government is committed to extending free school meal provision to pupils in P6 and P7, with stage 1 extending free school meals to those pupils in P6 and P7 in receipt of the Scottish Children payment. There will be a phased roll out of free school meals to children and young people in primary 6 and 7 who are in receipt of the Scottish Child Payment beginning in February 2025 to be completed by August 2026. It is unlikely the roll out to remaining P6 and P7 pupils will be completed in this parliamentary term due to financial uncertainty. 3.0. Legislative and Policy Changes New and revised legislation will also impact on the work of the resource during 2025-26, including: • Climate Change Act (2019) – Whilst not new legislation, the Climate Change Act (2019) continues to impact on the council’s activities and commits Scotland to net-zero greenhouse gas emissions by 2045. The Climate Change (Scotland) Act states that a public body must: − contribute to the delivery of Scotland’s national emissions reduction targets − help deliver Scotland’s statutory climate change adaptation programme, and − act in a way that it considers is most sustainable On 5 September 2024, the Scottish Government introduced the Climate Change (Emissions Reduction Targets) (Scotland) Bill which replaced the interim and annual targets previously set out in the Climate Change (Scotland) Act 2009. The Bill replaces those targets with a system of targets based on carbon budgets. Scottish Ministers will need to set carbon budgets so that every year between 2026 and the net-zero emissions target year (2045) is covered by a budget. Each carbon budget will cover a period of five years and will set out the amount of greenhouse gas emissions allowed during that period. The Bill also changes the deadline for the first Climate Change Plan. This Plan must be laid before the Parliament as soon as possible after the first carbon budgets have been set. 44
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9 Transport (Scotland) Act 2019 This act is designed to help make Scotland’s transport network cleaner, smarter and more accessible. The Act deals with a number of issues including, Prohibition of Pavement Parking, Bus Services, Roadworks, Workplace Parking and Low Emission Zones. • Pavement Parking A key provision of the Act is to prohibit the parking of vehicles on pavements, prohibit double parking and prohibit parking adjacent to dropped footways. The council commencement enforcement of pavement parking in January 2025 which will be balanced, proportionate and pragmatic a “soft” behavioural change approach with a complementary communications campaign. • Bus Services The Act provides local transport authorities with powers to make bus travel more attractive, allowing local transport authorities to run their own bus services; franchise bus services in their areas; or enter into Bus Services Improvement Partnerships (BSIPs) with bus operators within their areas. The Act also introduces new regulations covering the way in which bus operators must provide information to local authorities when they plan to reduce or withdraw the services they provide. Strathclyde Partnership for Transport (SPT) are currently drafting their Regional Bus Strategy and considering next steps in terms of franchising. On completion, this will allow consideration of what opportunities there are for these types of measures as well as the Act’s other section which relates to smart ticketing options. These provisions will have significant employee and financial resourcing issues. • Road Works The Act seeks to continually encourage a raise in standards to improve the quality of road works. The key provisions include: additional powers given to the Scottish Road Works Commissioner to strengthen enforcement on non-compliance of legislation in relation to road works with the use of fines and monitoring; a requirement for all undertakers to have a Reinstatement Quality Plan (RQP) in place; and a revised timescale for notifying within 2 hours of the commencement and completion of works. A revised Specification for the Reinstatement of Opening in Roads (SROR) is also now in force, increasing the guarantee period for the majority of asphalt reinstatements to 6 years. It should also be noted that the Commissioner has increased on site monitoring through the introduction of several compliance officers who will be undertaking drive by observations, with a particular focus on roads authorities in the first instance. • 20mph speed limits Scotland’s Road Safety Framework to 2030 is committed to creating a safer, healthier and greener Scotland. It is the council’s aspiration to introduce mandatory 20mph speed limits within residential areas in line with the new Scottish Government policy. A review of an assessment study of approximately 6,000 streets is ongoing and the outcome will shape the delivery of 20mph speed limits across South Lanarkshire. Significant resources will be required for the promotion of associated traffic regulation orders and signage. • Other impacts The Transport (Scotland) Act 2019 also enables local authorities to manage vehicle emissions via the establishment of Low Emission Zones (LEZ) and introduce Workplace Parking Charges to influence travel behaviour. However, there are no plans at this time to introduce these in South Lanarkshire. 45
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10 Section Three – Resource Outcomes 3.1. Resource Outcomes Community and Enterprise Resources has established the following Resource outcomes to support the delivery of Connect Outcomes in 2025-26. Connect Outcomes Resource Outcomes Communities and Environment • High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest • Communities are encouraged and supported to reduce, re-use and recycle their waste • The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably • Communities are well connected • All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose • Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Education and Learning • No resource outcomes for this Connect outcome Health and Wellbeing • Public health is safeguarded through an effective environmental regulation and enforcement service • All school and nursery children have access to nutritious school meals • All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Children and Young People • No resource outcomes for this Connect outcome Housing and Land • Vacant, derelict and contaminated land is brought back into productive use • Appropriate supply of housing land (including affordable housing) is maintained Our Economy • South Lanarkshire is an attractive place to start, grow and locate a business • Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon • Thriving town and neighbourhood centres provide a focal point for local communities • Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth • A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third-party sector thrive 46
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11 3.2. Delivering the Plan and achieving Best Value In working towards the six Outcomes, the council will continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. Community and Enterprise Resources has established the following Resource Outcomes to support Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcomes • Customers experience high quality and improving council services 47
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12 Section Four – Measures and actions 4.0. Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a. How we will measure our performance The impact of COVID-19 continues to have an effect on performance of some services. The table below shows our performance measures, and includes the actual data last reported to Committee and the targets for both the last financial year and 2025-26. Additional context for the results/targets is provided within the notes column, where applicable. Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 1. Percentage of streets found to be acceptable during Litter Monitoring System surveys. (Locally set target) 92% >92% >92% 01.09 Facilities, Waste and Grounds 2. Land Audit Management System grounds maintenance score. (Locally set target) 72.0 72.0 72.0 C01.09 Facilities, Waste and Grounds 72 is still a challenging target score that the Service strives to meet Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 3. Percentage of total household waste that is recycled in the calendar year 2025. (Locally set target) 43.75% (2023) 50% >50% C01.14 Facilities, Waste and Grounds Connect measure therefore target remains at 50% Resource Outcome: High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Resource Outcome: Communities are encouraged and supported to reduce, re-use and recycle their waste 48
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13 Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 4. Percentage of household waste sent to landfill in the calendar year 2025. (Locally set target) 1.50% (2023) <5% <5% C01.06 Facilities, Waste and Grounds Target to remain at <5% this is the contract target Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 5. Reduction in the council’s carbon emissions (buildings, waste, transport etc.) 9.46% Reduce emissions compared to previous year Reduce emissions compared to previous year C01.13 Enterprise and Sustainable Development Carbon emissions are reported a year behind. In 2025-26, we will report on 2024-25 actual figure compared to 2023-24 Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 6. Percentage of properties with Superfast Broadband >30Mbps. (Locally set target) 97.9% 99% 99% C01.07 Enterprise and Sustainable Development 7. Percentage of properties with Full Fibre connection. (Locally set target) 45.4% 52% 60% C01.07 Enterprise and Sustainable Development Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 8. Percentage of our road network that should be considered for maintenance 31.9% (2022- 2024) <31.9% Lower than the 2024-25 figure C01.10 Roads, Transportation and Fleet Resource Outcome: The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Resource Outcome: Communities are well connected Resource Outcome: All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose 49
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14 Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes treatment (Roads Condition Index) (Locally set target) 9. Percentage of A class roads that should be considered for maintenance treatment (Roads Condition Index) 24.9% (2022- 2024) <24.9% Lower than the 2024-25 figure C01.10 Roads, Transportation and Fleet 10. Percentage of B class roads that should be considered for maintenance treatment (Roads Condition Index) 27.8% (2022- 2024) <27.8% Lower than the 2024-25 figure C01.10 Roads, Transportation and Fleet 11. Percentage of C class roads that should be considered for maintenance treatment (Roads Condition Index) 36.5% (2022- 2024) <36.5% Lower than the 2024-25 figure C01.10 Roads, Transportation and Fleet 12. Percentage of U class roads that should be considered for maintenance treatment (Roads Condition Index) 32.6% (2022- 2024) <32.6% Lower than the 2024-25 figure C01.10 Roads, Transportation and Fleet 13. Number of road casualties in South Lanarkshire during 2025. (Locally set target) 370 (2023) <370 Lower than the 2024-25 figure C01.01 Roads, Transportation and Fleet 50
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15 Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 14. Broad compliance with food law statutory requirements secured in premises. (Locally set target) 95.0% 85.0% 85.0% C01.11 Planning and Regulatory Services Target to remain at 85% since the council is not in direct control of the measure. Compliance is the responsibility of the business Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 15. Level of primary school meal uptake (as proportion of total primary school meals which could be taken up over the period). (Locally set target) 69.2% 66% 66% 03.03 Facilities, Waste and Grounds Target of 66% remains challenging 16. Level of secondary school meal uptake (as proportion of total secondary school meals which could be taken up over the period). (Locally set target) 39.9% 38% 38% 03.03 Facilities, Waste and Grounds Target of 38% remains challenging Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 17. Delivery of UK Shared Prosperity Program £3.489m £6m £4m 07.02 Enterprise and Sustainable Development Resource Outcome: Public health is safeguarded through an effective environmental regulation and enforcement service Resource Outcome: All school and nursery children have access to nutritious school meals Resource Outcome: Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon 51
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16 Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 18. Percentage of procurement spend on local enterprises 18% More than previous year More than previous year C06.11 Enterprise and Sustainable Development LGBF measure Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 19. Number of participants supported via council-operated employability programmes (local target) 2,663 People 1,500 people 1,500 people C06.01 Enterprise and Sustainable Development 20. Number of participants gaining sustainable employment (local target) 643 People 700 people 700 people C06.13 Enterprise and Sustainable Development 21. Number of participants accessing further education or training (local target) 870 people 400 people 400 people C06.02 Enterprise and Sustainable Development Resource Outcome: A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrives. Resource Outcome: South Lanarkshire is an attractive place to start, grow and locate a business 52
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17 4.b What actions we will take in 2025-26 Action Milestones/steps we will take to deliver our actions Links Service 1. Prepare an Open Space Strategy Present a draft Open Space Strategy to Planning Committee by end of September 2025 C01.09 Planning and Regulatory Services Carry out statutory consultation on the draft Open Space Strategy in November 2025 C01.09 Planning and Regulatory Services Final approval of the Open Space Strategy by June 2026 C01.09 Planning and Regulatory Services 2. Make South Lanarkshire a cleaner place to live, work and visit free of letter, fly- tipping and dog waste Prepare an annual progress report for Climate Change and Sustainability Committee in December 2025, demonstrating the impact of the Litter Strategy (2022-2027) 01.09 Facilities, Waste and Grounds Action Milestones/steps we will take to deliver our actions Links Service 3. Support a circular economy by re-using, recycling and generating energy from the waste we manage Complete the review of waste services taking into consideration that the Deposit Return Scheme (DRS) has been postponed until October 2027 and the outcome of the Circular Economy Bill consultation 01.06 Facilities, Waste and Grounds Action Milestones/steps we will take to deliver our actions Links Service 4. Lead by example and influence area-wide climate change and sustainability action Implement the Sustainable Development and Climate Change Strategy (2022-2027) Action Plan, and report progress at quarter two and quarter four to Climate Change and Sustainability Committee C01.08 Enterprise and Sustainable Development 5. Submit annual Public Bodies Climate Change Duties (PBCCD) Report to the Scottish Government Completion and submission of the PBCCD report by 30 November 2025 01.08 Enterprise and Sustainable Development 6. Modernise and decarbonise the council’s fleet Review and produce a revised Fleet Strategy (2025-2030) and Action Plan 01.13 Roads, Transportation and Fleet Resource Outcome: High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Resource Outcome: Communities are encouraged and supported to reduce, re-use and recycle their waste Resource Outcome: The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably 53
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18 Action Milestones/steps we will take to deliver our actions Links Service 7. Deliver new and improved low carbon vehicle charging infrastructure Maintain, manage and expand public infrastructure points / hubs in line with available internal and external funding sources 01.13 Roads, Transportation and Fleet 8. Ensure national planning policy set out in National Planning Framework 4 in relation to climate change, biodiversity and sustainable travel is embedded in decision making process for planning applications and the preparation of the South Lanarkshire Local Development Plan 3 Gather and assess data on these topics for inclusion in the Evidence Report for LDP3 and to aid decision making. The Evidence report to be presented to Full Council by September 2025 01.09 Planning and Regulatory Services Action Milestones/steps we will take to deliver our actions Links Service 9. Prepare prioritised programme of carriageway and footway maintenance works Deliver a programme of carriageway and footway projects in line with agreed 2025-26 funding 01.01 Roads, Transportation and Fleet 10. Prepare prioritised programme of bridge and structure maintenance works Deliver a programme of bridge and other structures projects in line with agreed 2025- 26 funding 01.01 Roads, Transportation and Fleet 11. Prepare prioritised programme of traffic signal and pedestrian/ cycle crossing maintenance works Deliver a programme of traffic signal and pedestrian / cycle crossing upgrade projects in line with agreed 2025-26 funding 01.01 Roads, Transportation and Fleet 12. Deliver winter maintenance carriageway and footway gritting actions during inclement weather During adverse weather, undertake appropriate precautionary actions and during severe weather ensure main, secondary and extreme routes are treated as necessary 01.01 Roads, Transportation and Fleet 13. Deliver prioritised road safety infrastructure improvements and promote road safety Deliver road safety projects and schemes in line with agreed 2025-26 programme 01.01 Roads, Transportation and Fleet Action Milestones/steps we will take to deliver our actions Links Service 14. Launch and promote the Local Transport Strategy for South Lanarkshire Launch and promote the new Local Transport Strategy to Elected Members, partners and stakeholders by the end of 2025 C01.10 Roads, Transportation and Fleet Resource Outcome: Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Resource Outcome: All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose 54
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19 Action Milestones/steps we will take to deliver our actions Links Service 15. Deliver road and transportation infrastructure improvements to support new developments, including those undertaken as part of the City Deal Progress the Stewartfield Way Sustainable Transport Capacity Enhancements Project in line with the agreed programme C01.10 Roads, Transportation and Fleet 16. Encourage greater use of public transport by working with partners to improve public transport infrastructure Deliver prioritised improvements to bus and rail infrastructure in line with available external funding for 2025-26 C01.10 Roads, Transportation and Fleet Deliver and complete the park and ride infrastructure associated with the new Hairmyres Transport Interchange by September 2025 01.10 Roads, Transportation and Fleet 17. Encourage active travel by extending our network of walking and cycling routes Deliver walking and cycling projects/ schemes in line with agreed 2025-26 capital programme 01.10 Roads, Transportation and Fleet Action Milestones/steps we will take to deliver our actions Links Service 18. Complete the roll out of free school meals to all primary children Implement the roll out of further expansion of free school meals to Primary 6 and primary 7 pupils in receipt of the Scottish Child Payment from February 2025 C03.03 Facilities, Waste and Grounds Action Milestones/steps we will take to deliver our actions Links Service 19. Work in partnership with South Lanarkshire Leisure and Culture (SLLC) to maintain and deliver community facilities Continue to review leisure and culture community facilities, maintaining and improving them through the Capital Programme and Transformational Fund 03.03 Enterprise and Sustainable Development 20. Improve health and wellbeing by offering attractive and affordable leisure and cultural activities delivered with warmth, friendliness and individual pride Develop a new outcome focused performance management framework aligned with the SLLC Commissioning Plan, and present reports to Committee for monitoring 03.03 Enterprise and Sustainable Development 21. Implement the multi-year Play Area Investment Programme Complete investment programme in the Hamilton area and begin consultation in East Kilbride 03.03 Facilities, Waste and Grounds Resource Outcome: All school and nursery children have access to nutritious school meals Resource Outcome: All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life 55
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20 Action Milestones/steps we will take to deliver our actions Links Service 22. Deliver effective Employability Services to support individuals and business Monitor and adjust the delivery plan agreed via the South Lanarkshire Local Employability Partnership (SLLEP) and Community Planning Partners 06.01 Enterprise and Sustainable Development Action Milestones/steps we will take to deliver our actions Links Service 23. Agree and implement vacant and derelict / contaminated land programme Implement projects approved within the Vacant and Derelict Land Fund framework agreed for 2025-26 C05.04 Enterprise and Sustainable Development Action Milestones/steps we will take to deliver our actions Links Service 24. Prioritise business development advice, support and financial assistance to ensure businesses are able to continue to operate, whilst creating the right conditions for low carbon economic growth Deliver programmes, services, and events to businesses around sectors, location, and themes (e.g., food and drink, tourism, construction, low carbon, innovation, internationalisation, collaboration, and young enterprise) C06.03 Enterprise and Sustainable Development Support and host the Supplier Development Programme to deliver events, training and e-commerce support to SME’s or third sector organisations who are interested in working with the public sector 06.09 Enterprise and Sustainable Development Work with Business Gateway (BG) to deliver on the revised Business Gateway delivery targets providing an annual progress report to Community and Enterprise Committee in August 2025 C06.08 Enterprise and Sustainable Development Action Milestones/steps we will take to deliver our actions Links Service 25. Promote sustainable economic development across South Lanarkshire Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of the South Lanarkshire Economic Strategy (2022-2027) C06.05 Enterprise and Sustainable Development Resource Outcome: Vacant, derelict and contaminated land is brought back into productive use Resource Outcome: South Lanarkshire is an attractive place to start, grow and locate a business Resource Outcome: Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Resource Outcome: A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third-party sector thrives 56
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21 Action Milestones/steps we will take to deliver our actions Links Service 26. Deliver the Levelling Up Funded projects Delivery of the Levelling Up Fund grant funded projects through the Clydesdale Way and Shawfield Remediation, £14.6m funding from 2025/26, completion in line with the requirements set by the UK Government C06.05 Enterprise and Sustainable Development 27. Positively enhance the benefits of tourism across South Lanarkshire by delivering the very best for our visitors, our businesses, our people, our communities, and our environment Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of South Lanarkshire Tourism Strategy (2022-2025) 06.06 Enterprise and Sustainable Development 28. Income generating projects will be scoped across all council resources to identify viable projects with a focus on green initiatives including exploring options for delivery and funding Liaise with all council resources, third parties and funders to identify new opportunities for generating income and consider a risk analysis of each opportunity 06.05 Enterprise and Sustainable Development 29. Develop single door approach to economic development and inward investment activity which links employment, skills, business support and planning Undertake activity (i.e. Lanarkshire Business Events website / supports to national themed weeks aimed at increasing the number of companies engaged with partners) which lead to improved performance and turnover, increased employment, innovation, investment and internationalisation 06.05 Enterprise and Sustainable Development 30. Delivery of the Rural Action Plan maximising existing and future funding through Community Led Local Development and Renewable Energy Fund Deliver the Rural Action Plan and report on progress to the Rural Task Force in February 2025 C05.13 Enterprise and Sustainable Development 57
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22 Action Milestones/steps we will take to deliver our actions Links Service 31. Implement the delivery of the approved of the East Kilbride Town Centre masterplan, working through the agreed project management schedule to secure a planned and managed transfer of the town centre and effective delivery of the key components of the masterplan Deliver the project management schedule, including the transfer of ownership, demolition strategy, design development, and legal agreements and approvals within the agreed timescales C06.04 Enterprise and Sustainable Development 32. Implement the delivery of the approved Hamilton Town Centre masterplan and deliver initial actions to enable the delivery of key projects Deliver the agreed projects schedule to secure effective delivery of the key components of the masterplan to help secure change within agreed timescales C06.04 Enterprise and Sustainable Development 33. Preparation of South Lanarkshire Local Development Plan 3 (LDP3) Start work on the proposed plan, anticipated adoption in late 2027, prepare the first phase Evidence Report and submit to Scottish Ministers for Gatecheck by September 2025 and continued engagement and consultation in accordance with the Participation Statement in the Council’s approved Development Plan Scheme 01.08 Planning and Regulatory Services Action Milestones/steps we will take to deliver our actions Links Service 34. Implement the Frontline First Fund Identify and implement a programme of projects to deliver the Frontline First Fund 07.01 Facilities, Waste and Grounds Resource Outcome: Thriving town and neighbourhood centres provide a focal point for local communities Resource Outcome: Customers experience high quality and improving council services Resource Outcome: Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth 58
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23 Section Five – Resourcing the Plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue Budget 2025-26 The resource has a Net Revenue Budget of £127,681 million. The table below allocates this budget across the services: . Net Budget by Service 2025-26 £ million % Facilities, Waste, and Grounds 79.114 62 Roads, Transportation and Fleet 18.169 14.2 Planning and Regulatory Services 4.786 3.7 Enterprise and Sustainable Development 5.824 4.6 South Lanarkshire Leisure and Culture Ltd 19.788 15.5 Detail 127.681 100 5.2. Capital Budget 2025-26 The following capital budget of £49.222 million is allocated: Capital Programme 2025-26 Project £ million Facilities, Waste, and Grounds 1.893 Roads, Transportation and Fleet 14.655 Planning and Regulatory Services 0 Enterprise and Sustainable Development 32.674 Total 49.222 59
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24 5.3. Resource Employees Community and Enterprise Resources has 3,415 employees, as at 31 January 2025. We support these employees to deliver their duties through a range of policies, including personal appraisal and a robust training framework. The number of employees by service is as follows: Service Number of employees Facilities, Waste, and Grounds 2,615 Roads, Transportation and Fleet 480 Planning and Regulatory Services 138 Enterprise and Sustainable Development 182 Total 3,415 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 60
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Employability – Annual Investment Plan 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Employability Annual Investment Plan 2025/2026 for approval and seek approval to enter into agreements with colleges 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- ] (1) that the 2025/2026 Annual Investment Plan is approved; (2) that the proposal to develop a consortium agreement with South Lanarkshire College and New College Lanarkshire for the delivery of the 2025/2026 Foundation Apprenticeship programme is approved; and (3) that the proposal to develop partnership agreements with South Lanarkshire College, New College Lanarkshire, and Glasgow Kelvin College for the delivery of GradU8 for the 2025/2026 academic year is approved. 1ecs] 3. Background 3.1. The Council delivers and funds a range of employability programmes designed to help local residents experiencing barriers to employment to progress to sustainable destinations of employment or further learning. These programmes are funded by a blend of external funding sources supported by core Council budgets. External funding for 2025/2026 includes Scottish Government No-one Left Behind, UK Government Shared Prosperity Fund and windfarm community benefit funding. 3.2. As a condition of the Scottish Government No-one Left Behind (NOLB) grant, local authorities are required to submit an Annual Investment Plan (AIP) which sets out the Council’s plans for the delivery of all employability programmes including those funded by non-Scottish Government funding streams. These plans are required to be developed and agreed with partners through Local Employability Partnerships (LEPs). 3.3. The 2025/26 plan was developed in partnership with the South Lanarkshire Local Employability Partnership (SLLEP) and is attached at Appendix 1. 7 61
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4. 2025/2026 No-one Left Behind Funding 4.1. The Scottish Government No-one Left Behind grant sets out funding across three funding priorities. For 2025/2026 the Scottish Government has introduced a new funding priority of specialist employability support, which is designed to increase the support available to people with long term barriers to employment such as learning disabilities, health conditions or addictions. In South Lanarkshire, services of this kind had been established during 2024/2025 through the intensive support programme delivered by Routes to Work South and the in-house Supported Employment programme. Table 1 – No-one Left Behind Funding 2025/2026 All-age support £2,063,020 Parental Employability Support £2,336,000 Specialist Employability Support £284,259 Total £4,683,279 4.2. The programmes are also supported by non-Scottish Government sources as set out below to support a range of management and other non-delivery costs:- UK Government Shared Prosperity Funding - £1,700,000 Windfarm Community Benefit Funding – up to £500,000 (subject to agreement) 5. Annual Investment Plan 5.1. The 2025/2026 Annual Investment Plan sets out the SLLEP’s key priority groups, keywork-based programmes and learning and training activity. The plan has been designed around the Scottish Approach to Employability of:- dignity and respect, fairness and equality and continuous improvement flexible and person-centred support straightforward for people to navigate integrated and aligned with other services provides pathways into sustainable and fair work driven by evidence including data and the experience of users support more people to move into the right job at the right time 5.2. The AIP sets out the partnership’s key priority groups. People from the groups below requiring employability support will have access to a keywork-based service delivered by either the Council, or Routes to Work South (RTWS), the Council’s arms-length external organisation for the delivery of employability services. Table 2 – Key Priority Groups Key Priority Group Keyworker Service Funding Young people aged 15-19 (including in last 6 months of school) Aspire (SLC) NOLB all-age support / Shared Prosperity Funds Adults with barriers to employment Gateway to Employment (RTWS) NOLB all-age support / Shared Prosperity Funds Adults with long term health barriers to employment Gateway to Employment - Intensive (RTWS) NOLB Specialist Employability Support 62
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Adults and young people with learning disabilities Supported Employment (Soth Lanarkshire Council (SLC)) NOLB - Specialist Employability Support Unemployed or low waged parents Supporting Families (SLC) Making it Work (RTWS) Specialist Employability Support Kype Muir and Middle Muir windfarm communities Enhanced employability support and funding Connect 2 Renewables 5.3. All participants engaging on the programmes above have an identified keyworker responsible for supporting them through an individual flexible action plan. For many participants their action plan will include access to a range of SLLEP funded provision as set out below. Table 3 – Learning / Training Provision RISE Employability Groupwork programme targeted at young people in the last 6 months of school delivered by RTWS REACH / IMPACT Employability Groupwork programme for young people aged 16 to 19, delivered by RTWS Supported Volunteering VASLAN will work with local 3rd sector organisations to provide supported volunteering placements for participants Employability Academy A range of vocational/accredited training courses delivered by South Lanarkshire College Money / Benefits Advice Dedicated Money Advice service for employability participants through the Money Matters team Health and Wellbeing South Lanarkshire Leisure will provide a range of activities to support participants wellbeing in response to need Demonstrator Waged placements for parents across NHS, SLC and the State Hospital Project Search One-year work placement for Supported Employment participants delivered in partnership with NHS Lanarkshire and New College Lanarkshire 5.4. Participants can also access direct financial support when engaged on programmes including expenses, training allowances and funding to support training where it can be clearly demonstrated that it will lead to employment. 5.5. The provision above will be enhanced by the delivery of a range of externally procured provision which will be agreed through the SLLEP on an ongoing basis in response to need. This is likely to include sector-based training and activity to address specific needs identified across caseloads. In 2024/2025 provision included construction training, vocational tasters, a rail skills academy, Construction Skills Certification Scheme (CSCS) card training, and an online confidence building programme. 63
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6. Foundation Apprenticeship and GradU8 Programmes 6.1. Foundation Apprenticeships (FAs) are a national senior phase option, funded by Skills Development Scotland (SDS) and the Scottish Funding Council (SFC) and designed to allow pupils in S5-S6 to gain valuable, real-world work experience and access to work-based learning while they are at school. Pupils attend college and work placements up to 2 days a week while at school and the qualification achieved is delivered at level 6 of the Scottish Credit and Qualifications Framework (SCQF). 6.2. South Lanarkshire’s FA programme is delivered as a partnership between the Council, South Lanarkshire College and New College Lanarkshire with the colleges delivering the learning element and the Council managing the overall programme including pupil support, compliance, transport and work placements. 6.3. The programme is funded through a blend of SFC credits and the Council’s SDS contract through a consortium agreement. SDS have confirmed contract levels for academic year 2025/2026 and approval is sought to develop a consortium agreement with South Lanarkshire College and New College Lanarkshire for the delivery of the 2025/2026 programme. 6.4. GradU8 is a work-based learning option available to South Lanarkshire pupils in the senior phase (S4-S6) of secondary school at SCQF level 4 or 5. The programme is delivered in partnership with South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College with pupils attending one-day a week to engage in one of 12 subject options. 6.5. The programme is supported by a mix of funding which is set out in a partnership agreement between the Council and each of the colleges. Funded elements include Scottish Funding Council credits which pay for the learning and teaching element of the programme, core Council budgets which include the provision of staffing support and transport costs. Approval is sought for the development of partnership agreements with South Lanarkshire College, New College Lanarkshire, and Glasgow Kelvin College for the delivery of GradU8 for the 2025/2026 academic year. 7. Employee Implications 7.1. There are 78 employees in the Employability Service. External funding will support 70 of these posts with the remainder engaged on school age programmes which are not eligible for external funding. All employees have permanency rights with the Council. 7.2. No-one Left Behind funding also supports 4 employees within Finance and Corporate Resources to support the provision of money advice and statistical support to the employability partnership. 7.3. A recruitment exercise is planned to fill existing vacancies and additional posts approved by Community and Enterprise Committee in September 2024 to add capacity to the delivery of specialist employee support and parental employability. Subject to successful recruitment this will increase the establishment to 86. 64
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8. Financial Implications 8.1. The Annual Investment Plan sets out spending plans for 2025/2026 with a total budget of £7,367,930 as set out below. Scottish and UK Government funding is in place until 31 March 2026. Table 4 – Annual Investment Plan funding Scottish Government NOLB £4,683,430 UK Government SPF £1,700,000 Connect 2 Renewables (TBC) £500,000 SLC Core funding £484,500 Total £7,367,930 8.2. The Foundation Apprenticeship programme is funded through a grant from Skills Development programme. As the programme can be delivered over 2 academic years the grant covers 2025 to 2027 with a total value of £693,698. This funding supports 3 employees within the employability service with the remainder allocated to learning and teaching through the colleges and transport. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. The are no other implications arising from this report 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. David Booth Executive Director (Community and Enterprise Resources) 23 April 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer We will work to put people first and reduce inequality We will work to recover, progress and improve Our children and young people thrive Thriving business, fair jobs and vibrant town centres Inspiring learners, transforming learning, strengthening partnerships 65
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Previous References None Background Papers None Contact for Further Information If you would like further information, please contact: Douglas Hashagen – Employability Manager Tel; 0141 584 2915 Email; douglas.hashagen@southlanarkshire.gov.uk 66
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South Lanarkshire Council Annual Investment Plan 2025/26 Appendix 1 Service Delivery What activity do you and your partners intend to deliver within this financial year To provide flexible, person-centred support under the No One Left Behind All Age Employability Service – including further information on specific groups identified as a local priority Specific groups i.e. Carers, Care Experienced, Veterans, Substance misuse, Criminal convictions or could be specific sectors or age groups or sex. South Lanarkshire’s all-age employability service includes programmes funded by NOLB, Shared Prosperity Fund and SLC core funding and has been agreed to target key priority groups below. All participants engaging on LEP funded support have an identified keyworker responsible for supporting them through an individual flexible action plan. Activity included in the plan may include activity funded via the LEP or through other locally available provision and can include: • One-to one support • Confidence building • Work placements. • Vocational tasters • Volunteering • Employability groupwork Key Priority Group Keyworker service Adults with barriers to employment Gateway to Employment (RTWS) Adults with long term health barriers to employment Gateway to Employment (Intensive) Adults and young people with learning disabilities Supported Employment (SLC) Young people in the last 6 months of school Aspire (SLC) Young people aged 16-19 with barriers to employment AspireWorks (SLC) Keyworker supported participants can engage in a range of LEP funded provision. The following are planned to be available across 2025/26 with further activity identified via the LEP’s operational subgroup and procured via the SLC DPS / Framework. LEP Provision RISE (Routes to Work South) – Employability Groupwork programme targeted at young people in the last 6 months of school. REACH / IMPACT (RTWS) – Employability Groupwork programme for young people who have left school age 16/17. 7 67
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South Lanarkshire College Employability Academy – a range of vocational/accredited training courses participants can undertake; all delivery is agreed via the LEP Operational Subgroup. Money / Benefits advice – dedicated money advice advisor for employability participants. They offer benefit checks, general benefit advice, assistance to make claims, assistance to challenge decisions, appeal representation along with general budgeting and money advice. Flexible procurement – through the LEP operational subgroup, provision gaps and needs will be identified and a range of activity will be procured. An example of this includes the Remote Health and Wellbeing Programme supporting participants who have mental health/low confidence. VASLAN Supported Volunteering Programme – through VASLAN third sector organisations will be identified to provide supported volunteering placements for participants Flexible training budget – Participants can access up to £3000 training where it can be clearly demonstrated that it will lead to employment. Health and Wellbeing – South Lanarkshire Leisure will provide a range of activities to support participants wellbeing in response to need. Monitoring of NOLB activity will be monitored through the LEP Operational Subgroup and the wider LEP meetings. We currently use Advice Pro which is a management information system that allows us to run reports and track participants on their employability journey. To reach and support parents using Parental Employability Support Funding – including further information on specific Parental groups identified as a local priority Parental support in South Lanarkshire includes programmes funded by NOLB/TCP and has been agreed to target the key priority groups below. • Lone parents • Parents with children who have a disability • Parents with 3 more or children • Parents from a minority ethnic background • Parents with youngest child under 1 • Families with a parent under 25 • Other low-income parents 68
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All participants engaging on LEP funded support have an identified keyworker responsible for supporting them through an individual flexible action plan. Activity included in the plan may include activity funded via the LEP or through other locally available provision and can include: • One-to one support • Confidence building • Work placements • Vocational tasters • Volunteering • Employability groupwork Keyworker supported participants can engage in a range of LEP funded provision. The following are planned to be available across 20245/26 with further activity identified via the LEP’s operational subgroup and procured via the SLC DPS / Framework. Making it Work (RTWS) individually tailored service includes allocated key worker, action planning, access to health and wellbeing interventions, confidence building and personal development groupwork, access to training and volunteering opportunities, money and budgeting advice, employability support. RTWS are also offering groupwork through their “Cook and Learn Café” where participants can learn cooking skills, customer service and barista training. “The Pantry” is also being launched where eligible participants can access reduced price food items to allow them to go home and cook for their families. Supporting Families This programme was previously delivered in partnership with Clyde Gateway – as of 1st April 2025 it will be delivered solely by SLC. This programme has now expanded to include communities in Cambuslang, Rutherglen and Larkhall and Clydesdale. The SF model is a partnership approach working with local families and organisations to provide a whole package of support for the family. Taking a place-based approach; engaging families and integrating partnerships through the role of family support workers (FSW) linked to Primary and early years centres identified due to high levels of parental poverty and unemployment. Referrals are made via identified Primary Schools to ensure a targeted approach to support those families most in need. Each participant has a dedicated key worker who will complete a holistic needs assessment to establish realistic goals for the family with 69
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clear short, medium and long term family outcomes. Many participants who are with Supporting Families then move onto the Making it Work Programme when ready to take part in more formal employability / training activity. Supporting Families will also support a number of parents who are in work. They will have flexible key work support to help them achieve outcomes that may include moving to a better paid job or achieving more hours / higher pay with their current employer. Support will include access to up to training and qualifications where appropriate. Demonstrator (South Lanarkshire Council/ NHS ISS/ State Hospital) - Following on from the success of previous years, the Demonstrator programme which provides flexible part-time paid training placements will continue. Participants are given wraparound support that includes a key worker, access to certificated vocational training and a 26-week paid work placement. Placements are flexible to meet the needs of the individual in relation to hours and working patterns. Key worker support is given throughout the full duration of the programme to track progress and help apply for post placement opportunities. Outcomes from the programme include gaining employment within NHS roles such as domestic, portering, catering, healthcare support and admin/clerical. Money / Benefits advice – dedicated money advice advisor for employability participants. Support includes benefit checks, general benefit advice, assistance to make claims, assistance to challenge decisions, appeal representation along with general budgeting and money advice. South Lanarkshire College Employability Academy – a range of vocational/accredited training courses participants can undertake; all delivery is agreed via the LEP Operational Subgroup. VASLAN Supported Volunteering Programme – through VASLAN third sector organisations will be identified to provide supported volunteering placements for participants. Health and Wellbeing – South Lanarkshire Leisure will provide a range of activities to support participants wellbeing in response to need. 70
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Flexible procurement – through the LEP operational subgroup, provision gaps and needs will be identified and a range of activity will be procured. Flexible training budget – Parents engaging on TCP programmes can access up to £3000 training where it can be clearly demonstrated that it will lead to employment. Monitoring of NOLB activity will be monitored through the LEP Operational Subgroup and the wider LEP meetings. We currently use Advice Pro which is a management information system that allows us to run reports and track participants on their employability journey. To provide Specialist Employability Support using Employability SES funding for disabled people and people with long term health conditions. Where applicable, please detail models being utilised and whether you are aiming for full fidelity or otherwise. Where you are not using specialist models, what makes this provision “specialist” over and above mainstream No One Left Behind support? Supported Employment Service (SLC)- For young people and adults with additional support needs we offer a key work service through the Supported Employment Team. All support given follows the 5 stage of supported employment. Participants, with their key worker will develop an action plan and work towards their goals. There will be groupwork activities developed to meet the needs of the participants, for example Peer Groups, budgeting, confidence building, promoting wellbeing. Close working with the Employer Engagement team will ensure suitable work placements are identified, for longer periods and to facilitate the key worker being present initially. The participants can also be involved with any of the wider provision on offer. When participants move into employment in-work support will be provided in the workplace along with a longer period of aftercare. Project Search (SLC/NHS) Project Search will provide progression opportunities for supported employment participants through a one-year work placement delivered in partnership with NHS Lanarkshire. The programme includes a placement rotation within a hospital setting along with an element of further education units delivered by New College Lanarkshire. Each participant will have a dedicated key worker who provides on site support whilst in placement. Gateway to Employment (Intensive) – Routes to Work South will provide a dedicated resource to provide specialist employability support to participants with significant and on-going health related barriers to employment. The participants will typically require a longer-term approach with a particular focus on significant aftercare and in-work support to sustain employment. Participants may include people with health conditions, severe mental ill health and addictions. Each participant will have a key worker who will develop with them an action plan. They will be offered a bespoke 1-1 service that will include personal development, health and wellbeing interventions, employability skills and groupwork. 71
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The Gateway to Employment (Intensive) does not follow a full fidelity model or other specialist model – however it meets the definition of Specialist Employability support as agreed by the SLAED / Scottish Government SES Short Life Working Group: Specialist Employment Support is targeted at people with significant and on-going barriers to employment whose needs are not able to be met by mainstream employability support and who require a longer-term approach with a particular focus on significant aftercare and in-work support to sustain employment To reach and support disabled people who do not require specialist support Specific provision solely/mainly for this characteristic group over and above the support available in NOLB and PES above. Participants across the LEPs keyworker programmes experience a range of barriers to employment and a large proportion report a disability while not requiring specialist support. In 2024/25 over 40% of all NOLB / TCP registrations reported a disability. For those who do not require Specialist Support participants can access any of our programmes on offer as mentioned above. To reach and support minority ethnic people Referral links between our service and the Resettlement Team have been reviewed and new procedures have been put into place to ensure appropriate support is given. Over and above those that may be supported within the PES or NOLB sections above South Lanarkshire’s employability programmes are designed to be flexible, keyworker based with all participants supported to complete an action plan which takes into account their individual circumstances and barriers including those in minority ethnic groups. To reach and support economically inactive people Over and above those that may be supported within the PES or NOLB or Disability sections above To reach those who are economically inactive participants can access Routes to Work South’s Gateway to Employment programme which is funded by Shared Prosperity Funds and supports over 650 participants per year. There are significant numbers of those EI being supported with a mix of referrals from both self and via partners. RTWS also 72
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deliver the WIN “What I Need” programme (funded by RTWS directly). The WIN programme offers a wide range of early stage, holistic support that will build resilience, increase confidence and motivation, with a focus on participation, positive lifestyles, and access to progression pathways and further development opportunities. For young people aged 16-19 who are not in a positive detention the Council’s employability service is proactive in identifying young people who are economically inactive through our regular participation measure exercises. To date over 1,500 home visits have been carried out to establish destinations and refer to keyworker provision. As we look to evaluate the impact of NOLB/PES/SES and to help ensure diversity of participation and representation of views in a meaningful way, what are your plans to ensure that lived experience is reflected in the co- design, evaluation and continuous improvement of your service delivery? We have developed a set of service standards for all participants receiving keyworker- based support from all SLC delivered or funded employability services. These services standards include Visions and Values and a commitment to participants and were developed along with a set of Minimum Delivery Standards through consultation and engagement with participants. Our Vision: The Employability Service will ensure participants achieve sustained positive destinations by providing tailored, person-centred support and learning opportunities Our values: - We listen and respond to the voices of participants - We support participants to achieve their ambitions - We are positive about participants and value their aspirations - We are inclusive and respond to participant’s individual needs Our commitment to participants - We will ensure you have a named employability keyworker - We will support you to develop an individual plan - We will support you to achieve a positive destination that is right for you - We will keep your personal data secure in line with GDPR - We will regularly ask you for feedback on the service you are receiving - We will provide you with aftercare for as long as you require 73
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All participants have an individual plan which is reviewed regularly, and all participants are asked to feedback on their experience at the end of their engagement All groupwork programmes – either delivered by SLC or externally – are shaped by the participants needs. As an example the RISE and Reach groupwork programmes which support young people aged 16-19 through confidence building, employability skills, personal development are flexible and the content and aims and objectives of each programme are agreed in consultation and partnership with the young people taking part. This approach is replicated across programmes and is particularly successful in the Supporting Families (Tackling Child Poverty) and Supported Employment programmes. In Supporting Families there is a strong focus on health and wellbeing activity and activities are delivered (for example family cycling, walking groups, coffee and catch up sessions) in response to participant’s priorities. Please describe what external provision you intend to commission in this financial year? Is this planned new commissioning or are existing providers commissioned over multiple years? The LEP has agreed the following core external provision for 2025/26 Routes to Work South: • Gateway to Employment • Gateway to Employment (Intensive) • Making it Work • Rise, Reach and Impact Groupwork programmes RTWS provision is delivered through the Teckal procurement exemption and is managed through an annual contract between the council and RTWS VASLan • Supported Volunteering Programme The Supported Volunteering programme contract has been developed following previous volunteering for employability delivery and will provide individualised volunteering opportunities with local third sector organisations who will receive a daily payment for providing support. 74
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South Lanarkshire College - The Employability Academy delivers accredited and non-accredited sector based and other training opportunities to employability participants. Delivery plans are agreed on a quarterly basis through the LEP’s operational sub-group NHS Lanarkshire / ISS and The State Hospital - The Demonstrator programme funds part-time, flexible paid work placements to eligible parents with work placements taking place at NHS Hairmyres and ISS facilities services at Hairmyres and NHS and the State Hospital at Carstairs Needs led procurement: A range of externally delivered activity will be procured through the year in response to needs identified across keyworker programme caseloads and / or in response to employer / labour market needs. It is likely that this will include sector based training and pre-employment training, health and well-being and employability skills / personal development. All provision will be agreed at the LEP operational sub-group and tendered by SLC through the employability dynamic purchasing system or through negotiated procedures. Examples in 2024/25 included winter and summer leaver programmes delivered by for school leavers delivered by South Lanarkshire College, construction tasters delivered by Tigers and First Steps Future Training, Remote health and wellbeing delivered by TIGERS, QTS Rail skills academy, supported volunteering placements through Clydesdale Community Initiatives, a Hospitality programme delivered through MacDonald Hotels. RTWS also deliver a range of internally delivered and sub-contracted activity through the SPF funded Gateway to Employment programme. This activity is also planned through the LEP operational sub-group and access to this learning provision may be made available to wider keywork participants with agreement. Additional opportunities are planned to be delivered across the year subject to funding and will be agreed through the LEP operational subgroup and procured through the SLC employability DPS framework. 75
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No activity is commissioned beyond 1 year. What engagement/marketing will be undertaken with participants and stakeholders such as DWP; Social Security Scotland; Registered Social Landlords; Childcare; Skills Development Scotland; Carers; NHS/Health services; Social Work; Other Local Community/Third Sector Organisations to further improve or support referral pathways, particularly in respect of under-represented groups in your area? Regular LEP Meeting are held on a quarterly basis with range of strategic partners including DWP, SDS, NHS Lanarkshire, SLC Housing, SLC Education, SLC YFCL, SLC VASLAN (TSI), South Lanarkshire College, DYW Lanarkshire LEP sub-groups: • Operational subgroup • Tackling Child Poverty • Health / SES We recently held a Partnership Event with all LEP partners and keyworkers and plan to do this again in 2025/26. Referral Pathways - Through the LEP operational subgroup discussions continue to take place to ensure all teams/programmes/partners are aware of the referral pathways available, how to refer and who the point of contact is. Close monitoring of all programmes also takes place at a local level between SLC, RTWS and DWP to ensure referrals are coming through and appropriate. We also work closely with Skills Development Scotland and have recently drawn up NOLB/Aspireworks guidance for referrals for AspireWorks programme for 16–19-year- olds. There is ongoing engagement with partners and SLC services to ensure referral pathways are established and continually reinforced for example to new starts etc. For example, During 2024/25 presentations were delivered to all SLC Housing officers and assistants. We have recently reviewed our referral process for the Resettlement Team to ensure all participants are offered appropriate support. The Employability Service is engaged in a range of partnership groups locally and : • CLD Partnership and locality groups • Keeping the Promise • Homelessness Strategy Group 76
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• DYW • Care Experienced Tracking • Community Wealth Building • The Beacons Steering Group (addictions) • VASLAN – Third Sector Network meetings Please describe planned engagement with employers including Anchor Institutions and Local Businesses and any work towards supporting the Green Economy An SLC employer engagement team has been established and works across all SLC in- house employability programmes to identify work placements and employment progression opportunities. The team works closely with RTWS to share information and jointly respond to meet the needs of employers. The team will work closely with the Council’s business support team to provide support to employers with a recruitment need and identify how employability participants can be upskilled to fill vacancies. The team will continue to attend local network events and will work with RTWS, local employers and SLC personnel services to hold jobs fairs in response to local demand. Work placements play a key role in the plans of many participants, particularly young people engaging on the Aspire, AspireWorks programmes and our supported employment participants. The sourcing of placements is a key role of the employer engagement team and we have established work placements guidance which sets out the process for planning and review of placements. Employability-focused employer engagement is responsive and driven by employer demand and the team and RTWS have significant experience of responding to the needs of employers to co-ordinate support to move participants into vacancies. The majority of employment progressions are into entry-level posts and to date there have been few opportunities within the green economy. The Council has a Sustainable Development and Climate Change Strategy which includes actions to support employers developing opportunities within the green economy and we are in a strong position to respond to needs from an employability point of view. 77
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Please describe the plans for provision of Employer Recruitment Incentives/paid work placements We will provide paid-work placements to parents engaging on the NHS and SLC demonstrator programmes. An ERI programme will be available to employers – restricted to circumstances where it can be demonstrated that the creation of the ERI will support an existing registered employability participant who would not otherwise have progressed to employment with that employer. However, it is anticipated that Scottish Government Fair Work First Guidance will restrict employer eligibility and take-up similar to the experience during 2024/25. Please describe the plans for the provision of training allowances The service has a well-established process for paying expenses and training allowances to participants engaging in activity including groupwork, training and work placements. • Young people are encouraged to use the NEC free bus travel however where this is not feasible travel expenses will be paid. • Participants accessing training / groupwork where lunch and travel is not provided receive £10 per day (where this will not affect benefits) • Participants taking part in work placements are provided with £25 per day training allowance (max 3 days per week) (where this will not affect benefits) All expenses and training allowances are paid through the Council’s Bankline system. Please describe any challenges, issues or concerns that may affect delivery this financial year. What steps are you taking to address these? The main challenges relate to single year funding : • inability to commence competitive procurement processes prior to receipt of grant and all contracts being dated only to the 31st March 2026. This reduces spend and restricts delivery • unable to fill staff vacancies until confirmation of funding These challenges have been mitigated by increased use of RTWS teckal arrangement and use of negotiated procedures to award contracts directly. 78
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Community Benefit Funds – Renewable Energy Fund - Grant Applications 1. Purpose of Report 1.1. The purpose of the report is to grant applications from the Renewable Energy Fund for:- [purpose] Douglas Water Golf Club Duneaton Community Trust East Renfrewshire Council Glespin Community Group SCIO (Scottish Charitable Incorporated Organisation) Kirkmuirhill and Blackwood Men’s Shed Strathaven Rugby and Football Club Limited [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a grant be awarded to Douglas Water Golf Club of up to £45,865 from the Renewable Energy Fund to purchase course maintenance equipment and storage; (2) that a grant be awarded to Duneaton Community Trust of up to £31,050.12 from the Renewable Energy Fund to employ a community development worker; (3) that a grant be awarded to East Renfrewshire Council of up to £72,635 from the Renewable Energy Fund to continue Whitelee Countryside Ranger Service; (4) that a grant be awarded to Glespin Community Group SCIO of up to £26,060 from the Renewable Energy Fund to instal solar panels and a new heating system; (5) that a grant be awarded to the Kirkmuirhill and Blackwood Men’s Shed of up to £96,500 from the Renewable Energy Fund to complete a property purchase; and (6) that a grant be awarded to the Strathaven Rugby and Football Club Limited of up to £670,769 from the Renewable Energy Fund to construct an indoor training facility. 3. Background 3.1. Since 2004, the Council has collected and administered Community Benefit funding through the Enterprise and Sustainable Development Service. The Service is responsible for securing the contributions from windfarm developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. Processes are continuously reviewed to ensure best practice in grant provision and monitoring is undertaken to ensure the necessary support is delivered to eligible communities. 8 79
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3.2. Grant awards above £20,000 require approval from Committee. Awards below this level are approved by the Head of Enterprise and Sustainable Development under delegated authority. All grants awarded are reported annually to the Community and Enterprise Resources Committee. 3.3. Several changes were made to the REF criteria at the Community and Enterprise Resources Committee of 6 February 2024 including supporting revenue funding, increases to intervention levels and aiming to deliver larger more strategically impactful projects. 4. Grant Recommendation 4.1. Application Number 12224 Douglas Water Golf Club – project value £65,521 Proposed Grant award £45,865.23 intervention rate of 70% The proposed grant will be funded from Gallawhistle Windfarm which contributes into the Renewable Energy Fund 4.2. Douglas Water Golf club (DWGC) is a community group with its purpose being:- To provide and manage facilities for the enjoyment of the game of golf under the auspices of the appropriate Golf Unions and other regulatory bodies. The Club shall endeavour to promote the health and wellbeing of the residents of the Douglas Valley and South Lanarkshire area, without distinction of race, religion, or political or other opinions, through the participation of sport. To provide Golf at an affordable level with particular concessions and support for the elderly, unemployed and young by means of free coaching and free use of facilities for competitions for local schools and junior organisations. To encourage and teach participants to play with discipline and sportsmanship and in competition, according to the official rules of Golf. The Club shall continually improve the facilities in order to provide additional recreational and social platform for use by the local community’. 4.3. DWGC has a 14-member management committee with one part-time staff member and 70 members. DWGC is an integral part of the Rigside and Douglas Water community. DWGC continuation and improvements have been identified within the community action plan. 4.4. The grant will allow DWGC to purchase a greens mower, tees mower and a container to house the new machinery as well as providing workshop space. 4.5. The project requires capital funding to purchase essential course maintenance machinery to ensure the course is maintained to high standard for members, local community and visitors to the area. Container purchase will house new machinery and provide workshop space to clean and maintain all and machinery and equipment. 4.6. The project has been established as part of the local action plan produced by the local community, the course features strongly in the community action plan. 4.7. The application has been assessed and scored an average of 29 out of 53 supporting a grant award of up to £45,865.23 totalling 70% of eligible costs. 80
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4.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below:- Funder Stage Value Clyde Wind Farm To be confirmed £19,656.53 SLC Renewable Energy Fund Grant (60%) Gallawhistle. For approval £45,865.23 Total project value £65,521.76 4.9. The project is scheduled to commence in May 2025 and be complete by June 2025. Officers will work with the applicant to monitor progress and any impact on the timescales and allow officers to confirm Clyde Wind Farm Fund has been secured. 5. Grant Recommendation 5.1. Application Number 1306 Duneaton Community Trust – project value £41,400 Proposed Grant award £31,050 intervention rate of 75% The proposed grant will be funded from Middle Muir Windfarm which contributed to the REF. 5.2. Duneaton Community Trust (DCT) is a community trust with its purpose being:- To advance rural regeneration and community development within the Duneaton Community Council area of South Lanarkshire so it can be a sustainable, inclusive community for all who live, work in or visit. The Duneaton area comprises the villages of Abington, Coulter, Crawfordjohn, Lamington, Roberton, Wandel and Wiston and their surroundings. 5.3. DCT management committee has seven members, 10 regular volunteers and 17 members. 5.4. The grant will allow DCT to continue to employ the part-time Community Development Worker for a two-year period from 1 June 2025. The continued work of the community development officer is an essential part of the growth and success of DCT to support community benefit focused project delivery within Duneaton. 5.5. The project has been established with an initial public consultation process; this will feed into the community action plan. 5.6. The application has been assessed and scored an average of 30.5 out of 53 supporting a grant award of up to £31,050 totalling 75% of eligible costs. 5.7. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Clyde Extension Community Fund To be confirmed £10,350.04 SLC Renewable Energy Fund Grant (75%) Middle Muir For approval £31,050.12 Total project value £41,400,16 5.8. The post is scheduled to commence in June 2025 and run until May 2027. Officers will work with the applicant to monitor progress and any impact on the timescales and allow officers to confirm Clyde Extension Community Fund has been secured. 81
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6. Grant Recommendation 6.1. Application Number 1315 East Renfrewshire Council – project value £201,765 Proposed Grant award £72,635 intervention rate of 36% The proposed grant will be funded from Whitelee which contributes to the REF. 6.2. East Renfrewshire Council (ERC) (Access Project) is a local authority with its purpose being: - To play a vital role in providing essential services and promoting the well-being of local communities, ranging from managing infrastructure to supporting vulnerable populations. 6.3. The Access Project for Whitlee Windfarm is managed by ERC and is a shared service providing a range of community and visitor-focussed functions, in addition to meeting the maintenance obligations of South Lanarkshire and East Renfrewshire Councils, in line with landowner agreements. Key outcomes include the delivery of recreational activity and events, volunteering, biodiversity work, outreach and the delivery of environmental education to local schools and community groups. East Renfrewshire Council’s contribution (£129,130) to the project costs has been approved. 6.4. The project will be managed by the Whitelee Access Officer, who reports on a regular basis to the three authorities within whose boundaries the windfarm is located. 6.5. The Enterprise Resources Committee of 27 June 2007 approved a Section75 agreement which placed an obligation on the Council to jointly prepare and implement an access strategy for Whitelee Windfarm. The maintenance of these access works can utilise up to 40% of the community benefit monies received each year. 6.6. The application has been assessed and scored an average of 36.5 out of 53 supporting a grant award of up to £72,635 totalling 36% of eligible costs. 6.7. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value East Renfrewshire Council Confirmed £129,130 SLC Renewable Energy Fund Grant (36%) Whitlee For approval £72,635 Total project value £201,765 6.8. The project is scheduled to commence in May 2025 and be complete by April 2027. Officers will work with the applicant to monitor progress and any impact on the timescales. 7. Grant Recommendation 7.1 Application Number 1284 Glespin Community Group SCIO – project value £46,060 Proposed grant award £26,060 intervention rate of 57% The proposed REF grant will be funded from Andershaw windfarm which contributes into the Renewable Energy Fund 82
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7.2. Glespin Community Group SCIO (GCGS) is a Charity with its purpose being: - ‘the advancement of education”, “the advancement of health”, “the advancement of citizenship or community development”, “the provision of recreational facilities, or the organisation of recreational activities, with the object of improving the conditions of life for the persons for whom the facilities or activities are primarily intended”, “the advancement of environmental protection or improvement. 7.3. GCGS has a 3-member management committee, 6 regular volunteers and 9 members. 7.4. The project requires capital funding to instal solar panels on Glespin Community Hall roof, remove old oil boiler system and associated pipe works and instal an air source heat pump and associated pipe works. The project has been tendered and best value has been obtained the group. The group have confirmed no panning approval required a building warrant is being progressed. 7.5. The project links with the community action plan and delivers on the need to move to green energy, reducing carbon emission, while making the hall more sustainable by reducing running costs. 7.6. The application has been assessed and scored an average of 36.5 out of 53 supporting a grant award of up to £26,060 totalling 57% of eligible costs. 7.7. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below:- Funder Stage Value Galawhistle Wind Farm To be confirmed £20,000 SLC Renewable Energy Fund Grant (100%) Andershaw For approval £26,060 Total project value £46,060 7.8. The project is scheduled to commence in May 2025 and be complete by June 2025. Officers will work with the applicant to monitor project progress and allow officers to confirm Gallawhistle Wind Farm Fund has been secured. 8. Grant Recommendation 8.1. Application Number 1303 Kirkmuirhill and Blackwood Men’s Shed – project value £96,500 Proposed Grant award £96,500 intervention rate of 100% The proposed grant will be funded from Auchrobert and Nutberry Windfarms which contribute into the Renewable Energy Fund 8.2. Kirkmuirhill and Blackwood Men’s Shed (KBMS) is a community group with its purpose being: - To provide access to equipment and materials (mainly recycled) that will encourage members to create and/or repair items, develop new skills and share existing ones with others. They achieve this by providing access to accommodation that is designed and fitted out with suitable equipment to support these activities and by either signposting or accessing support, tutorials and training for members. 8.3. KBMS has a six-member management committee, 15 regular volunteers and 54 members. 83
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8.4. The grant is for acquisition costs to allow KBMS to complete a property purchase of Kirkmuirhill Inn, Thornton Road, Kirkmuirhill, including legal costs. 8.5. KBMS have been supported by Council Officers on the transfer process. 8.6. The project has been established from a community survey and the project will be included within the Local Place Plan. 8.7. The application has been assessed and scored an average of 35 out of 53 supporting a grant award of up to £96,500 totalling 100% of eligible costs. Kirkmuirhill and Blackwood are villages where through changes made at the February 2024 Community and Enterprise Resources Committee 100% grants can be approved where good projects have difficulty securing match funding. 8.8. Renewable Energy Fund award set out below: Funder Stage Value SLC Renewable Energy Fund Grant (100%) Auchrobert and Nutberry For approval £96,500 Total project value £96,500 8.9. The project is scheduled to commence in August 2025 and be complete by October 2025. Officers will work with the applicant to monitor progress and any impact on the timescales. 9. Grant Recommendation 9.1. Application Number 1301 Strathaven Rugby Football Club Limited – project value £1,533,242.94 Proposed Grant award £670,769 intervention rate of 44% The proposed grant will be funded from West Brown Castle windfarm which contributes into the Renewable Energy Fund 9.2. Strathaven Rugby Football Club Limited (SRFCL) is a Charity with its purpose being: - To provide sporting facilities for a large rural area. They specialise in offering rugby training, they have teams for all ages and genders and are linked to the Scottish Rugby Union. All coaches and committee have full Police Checks/ disclosure Scotland and PVGs in place to ensure a safe environment for all. They aim to reduce social isolation among all age groups, with the facilities having open access to be used by the local community for other types of sport i.e. football, hockey, cricket, yoga and jogging. 9.3. SRFCL has a 5-member management committee, 20 regular volunteers and 938 members. 9.4. The project requires capital funding to construct a 60mx30m facility to include 133 solar panels, battery storage system, 2x3G surfaced pitches, 1 hard standing sports surface area, improved road access to the facility from the A723, redesign and increase parking capacity. 9.5. Planning permission is in place, the group have completed a tender process and have a preferred contractor in line with best value. 84
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9.6. The facility will be disability friendly allowing SRFCL to provide wheelchair rugby and develop the current walking rugby club which attracts mobility challenged members. It will be gender neutral and inclusive for all allowing SRFCL to engage with the community at all levels encouraging all to become fitter and less socially isolated whilst assisting SRFCL to continue to grow youth, girls and senior women’s sections of the club. The facility out with the club’s requirement, will have community access at dedicated times and in addition will facilitate other organisations in the community such as Strathaven Dynamo AFC, Strathaven Striders and the Scouts and Guides. 9.7. This project has been established from SRFCL membership consultation with community support from a wide range of organisations. SRFCL development and contribution is a priority within the Community Action Plan. 9.8. The application has been assessed and scored an average of 37 out of 53 supporting a grant award of up to £670,769 totalling 44% of eligible costs. 9.9. All Renewable Energy Fund awards are subject to suitable match funding being secured. The REF grant sought is 44% of the project value with the match funding as set out below. 9.10. The Community and Enterprise Committee of 14 March 2023 approved the use of £387,473 developers contribution to SRFCL and this project. Funder Stage Value South Lanarkshire Councils Developer Contributions - Strathaven Community Sports and Sports Facilities Fund Confirmed £387,473 Scottish Football Association - Level Up Fund To be confirmed £400,000 Onpath Kypemuir Windfarm Fund To be confirmed £75,000 SLC Renewable Energy Fund Grant (61%) West Brown Castle For approval £670,769.94 Total project value £1,533,242.94 9.11. The project is scheduled to commence in August 2025 and be complete by October 2026. Officers will work with the applicant to monitor progress and any impact on the timescales and allow officers to confirm match funding has been secured. 10. Employee Implications 10.1. There are no employee implications arising from this report. 11. Financial Implications 11.1. The awards will come from Gallawhistle, Middle Muir, Whitelee, Andershaw, Auchrobert, Nuttberry and West Brown Castle Windfarms which contributes to the Renewable Energy Fund. The Funds have sufficient resources to meet the proposed grant awards commitment detailed in this report. 11.2. REF funding awards are subject to all other funding being secured. 12. Climate Change, Sustainability and Environmental Implications 12.1. GCGS Air Source Heat Pump, Solar Panels will help reduce demand for non- renewable resources. 12.2. SRFCL Solar Panels will help reduce demand for non-renewable resources. 85
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13. Other Implications 13.1. The risks associated with the project are focused on the potential for cost overruns, delays to the projects or match funding not being secured. Work will continue with the applicant to help ensure match funding is secured and that projects are delivered broadly on time and within budget. 14. Integrated Impact Assessment and Consultation Requirements 14.1 This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 14.2 Community Consultation is a requirement for all REF grants, consultation can be referenced through community action plans, independent consultation and social media platforms. David Booth Executive Director (Community and Enterprise Resources) 23 April 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress, and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resources Committee 6 February 2024 Renewable Energy Fund - Strengthening Links to Rural Priorities. Community and enterprise Resources Committee 14 March 2023 – Zero Carbon indoor Multi Sports Facility Proposal Strathaven Rugby Club 86
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List of Background Papers Completed REF Appraisal Scoring Sheet for application number 1224 Completed REF Grant Application Form for application number 1224 Completed REF Appraisal Scoring Sheet for application number 1306 Completed REF Grant Application Form for application number 1306 Completed REF Appraisal Scoring Sheet for application number 1315 Completed REF Grant Application Form for application number 1315 Completed REF Appraisal Scoring Sheet for application number 1284 Completed REF Grant Application Form for application number 1284 Completed REF Appraisal Scoring Sheet for application number 1303 Completed REF Grant Application Form for application number 1303 Completed REF Appraisal Scoring Sheet for application number 1301 Completed REF Grant Application Form for application number 1301 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Colin McFarlane Project Development Officer Enterprise and Sustainable Development Services E-mail: - colin.mcfarlane@southlanarkshire.gov.uk 87
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Renewable Energy Fund – New Windfarm Contributions 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval for community benefit payments generated from Kype Muir Extension and Cumberhead to be managed through the Renewable Energy Fund (REF) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council’s Renewable Energy Fund (REF) incorporate provision for the receipt and disbursement of community benefit payments in respect of Kype Muir Extension and Cumberhead windfarm sites. 3. Background 3.1. Through its Renewable Energy Community Benefits Policy, the Council has sought annual community benefit payments of £5,000 per megawatt (MW) index linked from the first payment from windfarm developments. This is aligned with the Scottish Government’s Good Practice Principles for Onshore Energy Development recommendations published in 2015 that identifies the opportunity for communities to share in the benefits from their local energy resource. These contribution rates are for guidance only as neither the Scottish Government nor the Council can oblige developers to provide community benefit contributions or that the Council administers the Community Benefit funds. 3.2. These agreements with developers place an obligation on the Council to administer community benefit funding received through the established REF processes. The REF currently manages community benefits from some 42 windfarms. 3.3. A number of changes were approved at the 6 February 2024 Community and Enterprise Committee to help the fund deliver more strategically these changes included setting seven priorities as listed below:- 1.) Transport and connectivity 2.) Recreation and community facilities 3.) Rural entrepreneurial activities and business infrastructure 4.) Jobs, training and employability 9 89
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5.) Environmental and net zero sustainability 6.) Rural poverty and wellbeing 7.) Tourist and visitor infrastructure to support tourism and business 3.4. Changes to the intervention levels and criteria were also approved and are listed below:- an ability to fund revenue projects for up to 3 years in addition to capital projects increase the small grants level to 100% funding up to £20k increase the large grant maximum to 75% and in specific areas and with conditions up to 100% grants would be available introduce a Rural Facilities Sustainability Fund to help communities consider asset ownership and retain facilities for a period of up to 3 years in consultation with communities, Community and Enterprise Resources will develop larger more complex community projects on behalf of local communities and local needs focusing around the strategic challenges 4. Eligible Areas for Distribution of REF Grants from Windfarm Sites 4.1. The eligible area for the funds generated from each of the developments is identified in Maps 1 and 2 for Cumberhead and Kype Muir extension and are generally within 10km of the application site boundary. Each map identifies the geographical area covered by each of the windfarm community benefit funds. 4.2. Cumberhead Windfarm is located at Stockhill, New Trows Road near Coalburn and was developed by Cumberhead Wind Energy Ltd which was consented in May 2021. The windfarm is now owned and operated by Octopus Energy. The windfarm consists of 12 turbines with a maximum power generation of 48MW per annum. 4.3. The legal agreement provides a total of £5,000 per MW per annum of Community Benefit Funds totalling £240,000 per annum which is divided with £120,000 administered by Foundation Scotland and £120,000 by the Council via the REF. The annual contribution starting in 2024 and is index linked. 4.4. Kype Muir Windfarm extension is 7.5km south of Strathaven and was developed by Banks Renewable Energy Ltd which was consented in January 2019. The windfarm is now owned by Schroder Greencoat LLP. The windfarm consists of 15 turbines with a maximum tip height of 200m and generates 67.2MW per annum. 4.5. The legal agreement provides £5,000 per MW of Community Benefit funds totalling £336,000 per annum which is divided with £168,000 administered by Point North for and the Kype Muir Community Partnership and £168,000 by the Council via the REF. The annual contribution starting in 2024 and is index linked. 4.6. The total being brought inside the administration of the Council’s REF is £288,000 per annum, with £120,000 from Cumberhead and £168,000 from Kype Muir Extension. 5. Employee Implications 5.1. These additional REF contributions will be managed using existing Enterprise and Sustainability Development Services staff. 6. Financial Implications 6.1. There are no additional financial implications for the Council in managing the proposed new funds. Funding can only be dispersed to projects located within the eligible areas once funds have been received from the developer and the developers have made initial year one payments. 90
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7. Climate Change, Sustainability and Environmental Implications 7.1. The environment and net zero sustainability is one of the seven priorities for the Community Benefit Fund agreed at the Community and Enterprise Committee of 6 February 2024. The fund will, therefore, be able to support climate action and sustainability projects with communities. 8. Other Implications 8.1. The funds will assist in delivering the Community Wealth Building aims, in areas such as retaining wealth locally, community ownership. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Each of these developments have undertaken consultation following the Scottish Government’s Good Practice Principles for Onshore Energy Development recommendations involving local communities and Community Councils. David Booth Executive Director ( Community and Enterprise Resources) 23 April 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Executive Committee 3 March 2004, “Community Benefit: Establishment of a Renewable Energy Fund” Executive Committee 1 December 2010, Renewable Energy Developments and Community Benefit. Enterprise Services Committee 1 April 2014, Scottish Government Consultation on Good Practice Principles for Community Benefits from Onshore Renewable Energy Developments 91
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List of Background Papers Planning consents Kypemuir extension, Cumberhead windfarms Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kenny Lean Manager Ext: (Tel: 07469027925 ) E-mail: kenny.lean@southlanarkshire.gov.uk 92
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Report Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: UK Shared Prosperity Fund 2025/2026 1. Purpose of Report 1.1. The purpose of the brief is to:- update the Committee on the proposed programme for the UK Shared Prosperity Fund (UKSPF) in 2025/2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - (1) that the changes made by the UK Government to UKSPF be noted; and (2) that the expenditure profile, as set out in paragraph 4.7 for 2025/2026 be approved. 3. Background 3.1. In 2022, South Lanarkshire Council received an allocation of £12,221,811 from the UK Government providing a mix of capital and revenue funding for projects which meet the UKSPF’s four investment themes, communities and place, support for local business, people and skills and multiply. The initial UKSPF ran for three financial years from 2022/2023 to 2024/2025. 3.2. On 9 August 2022, Community and Enterprise Resources Committee considered a report outlining the approach for South Lanarkshire and agreed to work as part of the Glasgow City Region (GCR) with a single Investment Plan for the Region. 3.3. On 29 August 2023, Committee approved the expenditure profile and authorised delegated authority to the Executive Director (Community and Enterprise Resources) to vary spend priorities for South Lanarkshire. It was agreed annual progress reports would be brought to Committee. 3.4. The Glasgow City Region Investment Pan for a combined total value of £73,874,280 was submitted on 30 August 2022 and approval of the Investment Plan was received from the UK Government on 5 December 2022. 3.5. Table 1 sets out the financial split by Intervention Theme approved at Committee and Table 2 sets out the financial profile over the 3 years including any carry forwards into 2024/25. The UK Government did not permit any underspend from 2024/2025 to be carried into 2025/2026. The Council achieved full spend of UKSPF. 10 95
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Table 1 INTERVENTION THEME Totals Share of Total budget Community and Place Intervention £3,711,456 30% Local Business Intervention £3,021,284 25% People and Skills Intervention £2,941,472 24% Multiply Intervention £1,938,284 16% GCR wide programmes £ 120,443 1% 4 % Management £488,872 4% TOTAL ANNUAL BUDGET £ 12,221,811 Table 2 Financial Profile Year 1 22/23 Year 2 23/24 Year 3 24/25 Total SLC Delivery Profile £ 305,532 £3,514,433 £7,792,531 £11,612,496 Management £ 74,607 £ 153,690 £ 260,575 £ 488,872 GCR wide projects £ 35,964 £ 84,479 £ 120,443 £ 380,139 £3,704,087 £8,137,585 £12,221,811 3.6 An annual report on the 2024/2025 expenditure and Glasgow City Region position will be brought to the next Community and Enterprise Committee following reporting the final claim for 2024/2025 to the UK Government which is due in May 2025. 4. UK Shared Prosperity Fund in 2025/2026 4.1. The UK Government’s Autumn Budget Statement was presented to Parliament on 30 October 2024. The Chancellor confirmed that UKSPF will continue for a Year 4 2025/2026, however with a budget reduction to £900m for the 12 month-period. This is a reduction of around 40% from the Year 3 allocation of £1.5Bn. 4.2. While this level of funding was confirmed in the Autumn Statement, individual Regional / Local Authority allocations were not clarified until December 2024. Part of the reason for the delay in the confirmation of the 2025/2026 budget was a change in the allocation methodology by the UK Government. While the overall Scottish allocation remained at 8.42% of the total UKSPF budget, not all Local Authority allocations were reduced by an equivalent amount. 4.3. Allocations have been adjusted to prioritise areas with the highest levels of deprivation. After applying the revised allocation methodology, four Managing Authorities (MAs) in the Glasgow City Region have had their UKSPF budget reduced by approximately 45% and four MAs reduced by 20%. Across the 32 Local Authorities in Scotland, the six most deprived (of which four are in the GCR) received the 20% reduction. 96
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4.4. Table 3 provides details of the confirmed allocation by MA, the total for the GCR and the variance from the Yr3 (2024/2025) allocation. Yr 3 Total (inc. Multiply) Actual allocation 2025 / 2026 Variance from Yr 3 total Member Authority E. Dunbartonshire £2,072,697 £1,159,173 (£913,524) E. Renfrewshire £1,929,328 £1,078,992 (£850,336) Glasgow City £15,951,695 £11,834,805 (4,116,890) Inverclyde £2,089,711 £1,550,389 (£539,322) N. Lanarkshire £8,133,224 £6,034,163 (£2,099,061) Renfrewshire £3,688,691 £2,062,930 (£1,625,461) S. Lanarkshire £7,166,203 £4,007,757 (£3,158,446) W. Dunbartonshire £2,284,294 £1,694,752 (£589,542) TOTAL £43,315,843 £29,422,961 (£13,892,882) Table 3. 2025/2026 UKSPF Allocations 4.5. The South Lanarkshire 2025/2026 budget is 44% less than the 2024/2025 allocation with a budget of £4m for 2025/2026. The UK Government has also changed the number of interventions and removed the Multiply theme. 4.6. The UK Government has set a minimum capital spend for councils. Glasgow City Region at the Cabinet meeting of 13 February 2025 agreed to aggregate the reporting of the capital spend across all the City Regions which will give a minimum capital spend requirement of 23.33% for all councils. Councils can, if they choose, exceed the minimum capital spend requirement. 4.7. Officers have worked across the Council to prepare a proposal which delivers on the Councils priorities and fits within the UKSPF budget. Table 4 below sets out the proposed allocation. Heading Budget 2025 - 26 CAPITAL REVENUE Description High Street and Town Centre funding £ 1,030,000 £ 350,000 £ 680,000 £700k to the East Kilbride Masterplan contributing to the approved £2m 2025/26 expenditure. £300k to feasibility costs/small grants fund for all town centres Support for net zero sustainability £ 100,000 £ 100,000 To deliver low carbon agenda feasibility on Council buildings Support for leisure and recreation £ 150,000 £ 150,000 Alteration works within Larkhall Academy to improve community access to games halls out with school hours as part of revised dual use agreement centre games hall conversion Visit Lanarkshire £ 40,000 £ 40,000 Support for Visit Lanarkshire promotions 97
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Support for Community Empowerment £ 270,098 £ 270,098 Support for Community empowerment including: £30k for continued UKSPF funding support for Community Asset Transfer through funding 50% of FTE post costs. £50k new support for food network as a start-up grant to establish a local food partnership. £120k Participatory budgeting grants in addition to the existing £40k Council budget investing in neighbourhood Plans and community led activity £70k new support for food and inequalities via a policy officer and IT costs. COMMUNITY TOTAL £ 1,590,098 Promote Lanarkshire £ 75,000 £ 75,000 Deliver tourism strategy Investment in business infrastructure £ 480,000 £ 480,000 Contribution to the development of two business units at Cathcart Road, Rutherglen which will create 620sqm of industrial space and support up to 13 jobs. Total project cost £2.1m with additional funding being sought from Glasgow City Region and the Regeneration Capital Grant Fund. BUSINESS TOTAL £ 555,000 South Lanarkshire Works £ 1,100,000 £ 1,100,000 Alongside No One left Behind funding programme to provide employability support. UKSPF will deliver an additional support for 1,000 people and progress more than 700 into employment or further learning School leavers support £ 600,000 £ 600,000 Supporting the ASPIRE programme the UKSPF funding will support an additional 500 young people with school leaver destinations. EMPLOYABILITY TOTAL £ 1,700,000 £ 980,000 £ 2,865,098 £ 3,845,098 TOTAL £ 3,845,098 24% 72% 4 % Management Funding staff in Programme Management and compliance £ 160,212 SPEND PROFILE INCLUDING 4% Management Fee £ 4,005,310 98
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4.8. The budget allocation proposal will support Economic Development priorities including, employability, tourism, town centre redevelopment, business infrastructure and the net zero agenda. 5. Employee Implications 5.1. The proposal ensures a budget for staff currently funded by UKSPF and previously through the European Social Fund in employability and the compliance and management of the funds. 6. Financial Implications 6.1. Funding requires to be fully incurred in 2025/2026 with no ability to carry forward into future years. 7. Climate Change, Sustainability and Environmental Implications 7.1. In support for net zero Investment priority there is activity that will support the reduction of carbon emissions and sustainability. 8. Other Implications 8.1. Funding for the current programme ends in March 2026, uncertainty of funding post March 2026 will impact on strategic planning and continuity of projects. If funding is reduced or ceases altogether there will be significant impact on the delivery of projects and funding for staffing. The impact on these will be assessed once a funding positions becomes clearer after the Governments spending review in summer 2025. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 9. 2. Consultation for the 2025/2026 programme has been undertaken with Council Resources. David Booth Executive Director (Community and Enterprise Resources) 29 April 2025 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Inspiring learners, transforming learning, strengthening partnerships 99
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Previous References Community and Enterprise Resources Committee 29 August 2023 – UK Shared Prosperity Fund Community and Enterprise Resources Committee 26 November 2024 – UK Shared Prosperity Fund List of Background Papers Community and Enterprise Resources Committee 9 August 2022 – UK Shared Prosperity Fund Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kenny Lean, Programme Manager Planning and Economic Development Services Tel: 07469 027925 E-mail: Kenny.Lean@southlanarkshire.gov.uk 100
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Community Benefit Funds – 2024/2025 Annual Report 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Community Benefit Funds administered by Enterprise and Sustainable Development Services on behalf of the Council during 2024/2025 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Community Benefit Funds administered by the Council and the grants awarded under the Renewable Energy Fund, Clyde Wind Farm Fund and Quarry Funds in 2024/2025 be noted. 3. Background 3.1. The Council has a well-established mechanism for the collection and distribution of community benefit related to wind farm developments. This was initially established following the approval of a report by the Executive Committee entitled Community Benefit (Establishment of a Renewable Energy Fund) on the 3 March 2004. 3.2. The Council administers the community benefit element of the Renewable Energy Fund (REF) for 42 wind farms within South Lanarkshire and the community benefit for Clyde Wind Farm Fund (CWFF) and 5 operational quarries. Operators of larger windfarm developments provide recurring annual fund contributions, formalised through legal agreements, whilst smaller developments such as single wind turbines sites, may consider providing a ‘capitalised’ one off community benefit payment. Community groups, social enterprises, trusts, public organisations and not for profit organisations within 10km of a contributing wind farm provider are eligible to apply. Over the ten-year period, 2015/2016 to 2024/2025, the Council has made awards including micro grants of £15.6m from the Community Benefit Funds to 984 projects and attracted £20.6m in other funding. 3.3. The agreements around the provision of community benefit oblige the Council to administer these funds using the REF mechanism. This task is undertaken by Enterprise and Sustainable Development Services who is responsible for all aspects, from securing the contributions from the developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. The Service continually seeks ways to maximise the community benefit for all eligible communities across South Lanarkshire. 11 101
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3.4. Between the various funds £4,936,588 has been administered in 2024/2025. Apart from one-off capitalised payments, the funds receive income for the duration of each windfarm’s operational life and, typically, recurring annual payments which rise in line with the Retail Price Index. The operation of the Council’s Community Benefit Policy, with emphasis on the renewable energy sector has proven to be a success with communities accessing funding for a diverse range of locally based projects. 3.5. Alongside these established windfarm developments and their associated Community Benefit Funds, there is several other potential wind farm developments throughout South Lanarkshire which are subject to planning approval. It is, therefore, possible that subject to appropriate agreements being put in place, the level of community benefit funding available to communities will increase over the next 10 years. If promoted and managed well, this increase will have a significant positive impact on the eligible communities. 3.6. Although Enterprise and Sustainable Development Services lead in the delivery of Community Benefit Funds, there is a significant level of consultation and cooperation across a wide range of Council services. This ensures that applicants receive support and advice to ensure the projects being developed meet the needs and aspirations of the community; are of a high quality and are delivered efficiently and effectively. 3.7. It should be noted that there are also windfarm funds within South Lanarkshire which are administered out with the scope of the Council’s Renewable Energy Fund. These include SSE Clyde Extension, Auchrobert Community Benefit Fund, Ventient, Galawhistle Community Benefit Fund, Ventient Glenkernie Community Benefit Fund and Kypemuir and OnPathEnergy Kypemuir Community Benefit Fund. 3.8. During 2023, a review of the guidance and priorities for the REF was undertaken and amendments were approved at the Community and Enterprise Resources Committee on 6 February 2024 in the report Renewable Energy Fund - Strengthening Links to Rural Priorities. These amendments took effect immediately and applications are now progressing through the approval stages taking account of the amendments. 4. Renewable Energy Fund (REF) - Projects Approved During 2024/2025 4.1. There are currently 42 windfarm developments contributing to the REF operating across South Lanarkshire at the following locations:- Andershaw, Auchrobert, Bank End Rig, Blacklaw, Blantyre Muir, Burnbrae, Calder Water, Climpy, Couplaw, Dungavel, Dykehead, Eastertown, Gallawhistle, Garelwood, Greenwall, Greenhall View, Haspielaw, High Blackwood Yard, High Dyke, JJ’s Farm, Lampits, Letham, Millburn, Muirhall, Muirhall Extension, Middlemuir, Netherfauldhouse, Nether Kypeside, North Brackenridge, Nutberry, Pates Hill, Rench Farm, Tanhill, Upper Haywood, West Browncastle, Westtown, Whitehill, Whitelee, Woodlands, Yards Farm, Kypemuir, Douglas West. 4.2. During 2024/2025, contributions of £3,539,483 (including interest) were received from the operating companies, incorporating both annual payments and “one off” payments. 102
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4.3. A diverse range of projects across South Lanarkshire have been supported. A complete list of projects supported in the last financial year is attached at Appendix 1. A total of 102 projects have been supported with total grants of £3,688,950 towards total project costs of £5,383,301 giving an average grant award of £36,166 towards an average project cost of £52,777 at a 68% intervention rate. 4.4. Since 2018, the REF has funded microgrants available to all community councils or similar geographically based organisations in South Lanarkshire. In 2024/2025, 25 community councils or similar organisations such as residents’ associations and community trusts were awarded micro grants totalling £107,786. Details of these awards are set out in Appendix 2. 4.5. Taking REF grants and the micro grants awards together a total of 127 grants were awarded during 2024/2025 with a total value of £3,796,736. This is an increase on the 87 grants and a total grant value of £1,104,060 reported in 2023/2024. 5. Quarry Fund Projects Approved During 2024/2025 5.1. There are currently six quarry developments contributing funds operating across South Lanarkshire at the following locations: - Snabe, Thirstone, Annisten, Newbigging, Cloburn and Ryeflat quarries. 5.2. During 2024/2025, contributions of £9,677 (including interest) were received from the operating companies’ which is generated at 5p per ton quarried. 5.3. The Fund supported three new projects with a combined grant award of £39,998 using funds generated in previous years and giving an average grant award of £13,332. A complete list of projects supported in the last year is attached at Appendix 3. 6. Clyde Wind Farm Fund (CWFF) Projects – 2024/2025 6.1. During 2024/2025, the CWFF received total contributions of £1,387,428 including interest payments. 6.2. The Fund supported 15 new projects with a combined grant award of £653,175. The overall value of these projects was £1,381,457 giving an average grant award of £43,454 towards an average project cost of £92,097 - a 47% intervention rate. A complete list of projects supported in the last year is attached at Appendix 4. 6.3. In 2017, a micro grant fund was introduced for six Community Councils within the area Biggar, Quothquan & Thankerton, Duneaton, Leadhills, Crawford & Elvanfoot and Symington. Community councils could apply for a £5,000 grant per annum to award to small projects within their area at a maximum of £500. 6.4. During 2024/2025, 7 grants were made to community councils within the area totalling £32,394 details are provided in Appendix 5. 6.5. Taking CWFF grants and the micro grants awards together a total of 22 grants were awarded with a value of £685,571. This is an increase on the 14 grants awarded but a decrease on total grant value of £1,183,916 reported in 2023/2024. 103
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7. Annual Report publicity 7.1. Grants are publicised through the Council’s View and social media accounts with the purpose of raising the awareness of the Community Benefit Funds and their support of communities. In addition, a publicity document for 2024/2025 will be prepared highlighting projects funded in the year or recently completed. 7.2. This annual report will be circulated and publicised digitally, and copies will be made available for councillors and groups. 8. Employee Implications 8.1. The Funds will continue to be managed within existing resources. 9. Financial Implications 9.1. There are no financial implications to the Council. No funding offers are issued without income from the respective developments being in place. 10. Climate Change, Sustainability and Environmental Implications 10.1. Environmental sustainability is one of the appraisal considerations and applicants are encouraged to consider and include good environmental practices within projects. In the current year there are several projects which have helped deliver environmental improvements or energy efficiency for groups. These include:- Rural Development Trust Sustainable Travel Strathaven Airfield Ltd Electric Robot Runway Mower Rural Development Trust Solar PV Panels Strathaven Scout and Guide Centre Hall Management Committee Replacement of Inefficient Boilers 11. Other Implications 11.1. The risks falling on the Council in the administration of Community Benefits are reputational. Management of the funds are subject to the Council’s normal financial scrutiny and reporting arrangements. By not undertaking this work, the Council would not be acting consistently in support of its adopted policy and there would be a risk that funds would not be distributed timeously and equitably to eligible community organisations. 12. Integrated Impact assessment and Consultation Requirements 12.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 12.2. All necessary and appropriate consultations are undertaken within the Council, with partner organisations and community groups as part of the grant process. David Booth Executive Director (Community and Enterprise Resources) 23 April 2025 104
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Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Ambitious, self-aware and improving We will work towards a sustainable future in sustainable places Our children and young people thrive Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References Community and Enterprise Resources Committee 6 February 2024 - Renewable Energy Fund - Strengthening Links to Rural Priorities. Community and Enterprise Resources Committee Report 16 February 2021 Renewable Energy Fund - Micro Grants Fund Community and Enterprise Resources Committee Report – Community Benefits Funds Annual Report 16 June 2020 Executive Committee Report – 21 November 2018 Renewable Energy Fund Community Benefit Fund Proposed Amendments Executive Committee Report – Clyde Windfarm Community Benefit Fund – Proposed Amendments to Fund Management and Administration 8 March 2017 Executive Committee 3 March 2004 – Community Benefit and the establishment of a Renewable Energy Fund List of Background Papers List of all projects supported by the REF Community Benefit Funds List of all projects supported by the Clyde Windfarm Community Fund Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Colin McFarlane, Project Development Officer, Enterprise and Sustainable Development Services Mobile: 07385428577 E-mail: colin.mcfarlane@southlanarkshire.gov.uk 105
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APPENDIX 1 Organisation Name Wind Farm Type of Group Organisation Town Project Project Cost Grant Approved Rate % Douglasdale Recreation Enviroment Access and Leisure Group Andershaw Community Douglas Community Sound System £35,939 £11,757 32 Lowther Men's Shed Andershaw Community Leadhills Relocation Refurbishment Works £157,114 £94,269 60 Leadhills Golf Club Andershaw Sport Leadhills Architect Fees £12,141 £12,141 100 Douglas Primary School Parent Council Andershaw Community Douglas Wildflower Sensory Garden £4,320 £4,320 100 Douglas St. Bride's Community Group Andershaw Community Douglas Sustainability Staffing Costs £20,000 £20,000 100 Douglas Community Development Company Andershaw Community Douglas Crabtree Park Design Stage £19,500 £19,500 100 Glespin Community Group Scio Andershaw SCIO Glespin Housing Regeneration Project £10,000 £10,000 100 Rigside and Douglas Water Tenants and Residents Association Andershaw Community Rigside Rigside Community Hub - Survey Fee £1,880 £1,880 100 Douglas Primary School Parent Council Andershaw Community Douglas Residential Trip £6,012 £6,012 100 Abington Primary School Andershaw Community Abington Gruffalo Sculpture £20,000 £20,000 100 Leadhills Community Company Limited Andershaw Community Leadhills Consultation & Legal Fees £10,120 £10,120 100 Larkhall Community Growers Auchrobert Community Larkhall Larkhall Community Plan Priorities £65,000 £30,000 46 Crossford Community Hall Auchrobert Community Crossford Hall Sustainability £20,000 £20,000 100 Rural Development Trust Auchrobert Trust Douglas Water Make Your Way: Connecting Greenspaces £53,821 £19,911 37 Friends of Stonehouse Park Auchrobert Community Stonehouse Restoration Works £52,840 £49,840 94 Lesmahagow Community Football Club Auchrobert Sport Lesmahagow McKirdy Pitch Refurbishment £153,911 £153,911 100 Coalburn Bowling Club Auchrobert Sport Coalburn Toilets Upgrade £53,136 £33,136 62 Coalburn Brass Band Family Auchrobert Community Coalburn Youth Course Fees £8,600 £4,675 54 Netherburn Hall Management Committee Auchrobert Community Netherburn Hall Sustainability £20,000 £20,000 100 Friends of Stonehouse Park Bank End Rig Community Stonehouse The Pavilion Restoration £229,500 £199,500 87 Sandford and Upper Avondale Community Council Bank End Rig Community Sandford Sandford Hall Car Park £99,042 £54,042 55 Avondale Radio Bank End Rig Community Glassford Radio Equipment £14,049 £14,049 100 Carluke Bowling Club Black Law Sport Carluke Toilet Upgrade £34,700 £14,700 42 Lanark Community Development Trust Black Law Trust Lanark Operations and Development Officer £64,000 £41,136 64 Forth & District Initiative Black Law Community Forth Forth Eco Site refurbishment £18,486 £18,486 100 106
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Organisation Name Wind Farm Type of Group Organisation Town Project Project Cost Grant Approved Rate % Upperward Mountaineering Club (and walking) Black Law Sport Lanark Walking Hiking Equipment £6,122 £6,122 100 Cargill House Club Black Law Charity Lanark Warm Space Contribution £45,210 £9,000 20 Castlehill Bowling Club Black Law Sport Carluke Lounge Refurbishment £59,059 £20,000 34 Clydesdale Community Concert Band Black Law Community Carluke Orchestral Percussion Instruments £9,333 £9,333 100 Law Boxing Club Black Law Sport Law Hall Sustainability £11,039 £11,039 100 Law Boxing Club Black Law Sport Law Fitness Equipment £12,878 £12,878 100 Clydesdale Citizens Advice Bureau Black Law Charity Lanark Feasibility study £19,440 £19,440 100 Crossford Playgroup Black Law Community Crossford Outdoor Space Fencing £2,750 £2,750 100 Clydesdale Housing Association Black Law Charity Lanark Video Conference Equipment £9,576 £9,240 96 The Haven Black Law Charity Forth Facility Utilities £20,000 £20,000 100 Lanark Bowling Club Black Law Sport Lanark Toilet Upgrades £24,896 £20,000 80 Braidwood Community Group Black Law Community Braidwood Playpark Project £109,998 £66,462 60 Lanark Community Development Trust Black Law Trust Lanark Educational Gardener £33,960 £13,960 41 Tarbrax Common & Village Hall Trust Black Law Trust Tarbrax Community Garden Works £5,821 £5,821 100 WATIF Black Law/Muirhall Stallashaw/Pateshill Community Auchengray Loanhead Farm Refurbishment £374,118 £200,000 53 Larkhall Youth Pipes and Drums Blantyre Muir & Garlewood Community Larkhall Kilts n Blazers £7,500 £7,500 100 Strathaven Airfield Ltd Calder Water Community Strathaven Electric Robot Runway Mower £29,928 £13,928 47 Strathaven Town Mill Arts and Heritage Centre Calder Water Community Strathaven Restoration of Stonework £56,231 £56,231 100 Albert FC Ltd Calder Water Sport Stonehouse Facility Sustainability £20,000 £20,000 100 Albert FC Ltd Calder Water Sport Stonehouse Maintenance & Machinery £3,307 £3,307 100 Strathaven Tennis Club Calder Water Sport Strathaven Park Pavilion Sustainability £20,000 £20,000 100 Climate Action Strathaven Calder Water Charity Strathaven Retrofit Property Design £7,010 £7,010 100 Rotary Club of Strathaven Calder Water Community Strathaven Branded Gazebo £1,754 £1,704 97 Kilncadzow Village Hall Association Climpy Community Kilincadzow Hall Upgrades £9,504 £9,504 100 Coalburn Community Action group Douglas West Community Coalburn Path upgrade £58,410 £28,410 49 107
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Organisation Name Wind Farm Type of Group Organisation Town Project Project Cost Grant Approved Rate % Rural Development Trust Douglas West Trust Douglas Water Poneil to Douglas Active Travel Path £289,446 £189,446 65 Healthy Valleys Douglas West Community Douglas Valley Gear Up Active Travel £295,024 £177,544 60 Douglas Community Development Company Douglas West Community Douglas Property Surveys £6,222 £6,222 100 Douglas Water and Rigside Old Age Pensioners Association Douglas West Community Rigside Centenary Celebrations £2,485 £2,485 100 Coalburn Miners Welfare Charitable Society Douglas West Charity Coalburn Ladies Toilet Refurbishment £15,192 £15,192 100 Lesmahagow Community Council Douglas West Community Lesmahagow Planters £13,953 £13,953 100 Rigside and Douglas Water Tenants and Residents Association Douglas West Community Rigside Community Newsletter £980 £980 100 Coalburn Miners Welfare Charitable Society Douglas West Charity Coalburn Path Resurface £14,400 £14,400 100 Glassford Community Group Dungavel Community Glassford Design Costs £60,526 £20,000 33 Healthy Valleys Gallawhistle Charity Douglas Valley Gear Up £103,762 £18,698 18 The Rural Development Trust Gallawhistle Trust Douglas Water Solar PV Panels £32,027 £6,406 20 Sandford and Upper Avondale Community Council Kype Muir Community Sandford Community Woodland Path £24,300 £12,300 51 Lesmahagow Development Trust Kype Muir Trust Lesmahagow Property Conversion £225,000 £200,000 89 Outreach Community Church Kype Muir Community Strathaven Youth Peer Support Group £59,280 £59,280 100 Climate Action Strathaven Kype Muir Charity Strathaven Car Club £2,500 £2,500 100 Blackwood and Kirkmuirhill Resilience Group Kype Muir Community Kirkmuirhill Senior & Youth Groups £23,795 £11,898 50 Friends of Stonehouse Park Kype Muir Community Stonehouse Wind & Watertight Works £19,980 £19,980 100 Hollandbush Golf club Kype Muir Sport Lesmahagow Legal Fees £14,950 £14,950 100 Rural Development Trust Middle Muir Trust Douglas Water Coalburn to NCN 74 Active Travel Path £258,719 £158,719 61 Crawford Carpet Bowling Club Middle Muir Sport Crawford New Boards for the Club £6,961 £6,961 100 Wiston Lodge Middle Muir Charity Wiston Opening Doors - pilot £24,072 £20,000 83 Crawford Elvanfoot and Daer Action Resource Middle Muir Community Crawford Hall Sustainability £18,375 £18,375 100 Crawford Bowling Club Middle Muir Sport Crawford Waste water connection £24,044 £20,000 83 Lodge Abington Arbory 1081 Middle Muir Community Abington Hall/Toilet Upgrade £17,351 £17,351 100 Abington Community Development Group Middle Muir Community Abington Community Garden Works £19,500 £19,500 100 108
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Organisation Name Wind Farm Type of Group Organisation Town Project Project Cost Grant Approved Rate % Crawford Primary School Middle Muir Community Crawford Community Digital Skills £7,380 £7,380 100 Lodge Abington Arbory1081 Middle Muir Community Abington Disabled Ramp/Kitchen Installation £17,140 £17,140 100 Crawford Primary School Parent Council Middle Muir Community Crawford Circus Skills Workshop £3,573 £3,573 100 Leadhills Golf Club Middle Muir Sport Leadhills Leadhills Golf Club Rebuild £440,358 £290,000 66 Rural Development Trust Middle Muir/Mains Hill Trust Trust Douglas Water Coalburn to Poneil Active Travel Path £386,679 £286,679 74 Biggar and District Men's Shed Muirhall Community Elsrickle Asset Transfer Purchase £9,600 £9,600 100 Pettinain Hall Community Group Muirhall 2 Community Pettinain Hall Sustainability £19,012 £19,012 100 Welcome All Hub Muirhall Stallashaw Community Carstairs Junction Regeneration Project £193,332 £70,897 37 Carnwath Bowling Club Muirhall Stallashaw Sport Carnwath Fire Safety and Carpet Renewal £10,063 £10,063 100 Carstairs Community Centre Management Group Muirhall Stallashaw Community Carstairs Hall Sustainability £18,319 £18,319 100 The White Hall @ Braehead Muirhall Stallashaw Community Braehead Hall Sustainability £14,197 £14,197 100 Biggar and District Men's Shed Muirhall Stallashaw Community Elsrickle Solicitor Fees £5,400 £5,400 100 Blackmount Community Development Trust Muirhall Stallashaw Trust Elsrickle Community Event £887 £887 100 Soul Of The Junction SCIO Muirhall Stallashaw SCIO Carstairs Junction Hall Sustainability £17,968 £17,968 100 Dalserf Bowling Club Nether Kypeside Sport Ashgill Irrigation pump & Electrics £3,646 £3,646 100 Coal-Play Nutberry Community Coalburn Recreation Area Upgrade £298,462 £223,462 75 Kirkmuirhill & Blackwood Men's Shed Nutberry Community Kirkmuirhill Survey Fees £1,740 £1,740 100 Tarbrax Common and Village Hall Trust Pates Hill Trust Tarbrax Village Hall Improvements £18,023 £16,023 89 Strathaven Scout & Guide Centre Hall Management Committee Wes Brown Castle Community Strathaven Replace Inefficient Boilers £25,716 £20,000 78 Hamilton Gymnastics Club Whitelee Sport Hamilton Gymnastic Equipment £20,046 £20,000 100 Eddlewood Football Association Whitelee Sport Hamilton Pitch Drainage £80,000 £40,000 50 The Westwood Community Hall Whitelee Community East Kilbride Hall Sustainability £18,738 £18,738 100 Quarter Boolin Club Whitelee Sport Quarter Upgrade Works £13,161 £10,000 76 East Kilbride Indoor Bowling Club Whitelee Sport East Kilbride Community Café Refurbishment £11,728 £10,800 92 East Kilbride Cricket Club Whitelee Sport East Kilbride Indoor Mats & Training Aids £7,325 £7,325 100 109
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Organisation Name Wind Farm Type of Group Organisation Town Project Project Cost Grant Approved Rate % Waist Not Want Not Whitelee Community East Kilbride Hall Sustainability 13,939 13,939 100 Care and Repair Lanarkshire Woodlands Community Lanark New Data Base 12,080 8,000 66 110
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Appendix 2 Organisation Name Windfarm Group Type Award Blackwood, Kirkmuirhill & Bogend Auchrobert Community Council £4,890.00 Douglas CC Auchrobert Community Council £4,356.00 Rigside & Douglas Water (Residents Assoc) Auchrobert Residents Assoc £5,000.00 Sandford & Upper Avondale Auchrobert Community Council £5,000.00 Stonehouse Auchrobert Community Council £5,000.00 Carluke Black Law Community Council £3,650.00 Carstairs Black Law Community Council £4,650.00 Forth & District Development Trust Black Law Trust £5,000.00 Lanark Black Law Community Council £5,000.00 Larkhall Black Law Community Council £5,000.00 Tarbrax Woolford Auchengray & District CC Black Law Community Council £5,000.00 Burnside Blantyre Muir Community Council £3,560.00 Hillhouse - Supporting Our Community* Blantyre Muir Community Council £5,000.00 Uddingston Blantyre Muir Community Council £5,000.00 Auldhouse & Chapelton Calder Water Community Council £3,500.00 Strathaven & Glassford Calder Water Community Council £5,000.00 Black Mount Muirhall Stallashaw Community Council £4,993.76 Pettinain Muirhall Stallashaw Community Council £2,397.12 Blantyre Whitelees Community Council £4,940.00 Bothwell Whitelees Community Council £5,000.00 Cambuslang Whitelees Community Council £5,000.00 Earnock Residents Association Whitelees Residents Assoc £5,000.00 East Mains Whitelees Community Council £1,000.00 Jackton & Thortonhall Whitelees Community Council £750.00 Rutherglen Whitelees Community Council £4,100.00 111
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Appendix 3 Organisation Name Windfarm Type of Group Project Location Project Details Project Cost Grant Approved Rate % Cambuslang Community Council Quarry Fund Community Cambuslang Cambuslang Community Hub £19,998 £19,998 100 Coulter Community Trust Quarry Fund Trust Coulter Coulter Hall £10,000 £10,000 100 The Thancard Trust Quarry Fund Trust Thankerton Thankerton Village Hall CAT Lite £10,000 £10,000 100 112
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Appendix 4 Organisation Name Windfarm Type of Group Project Location Project Details Project Cost Grant Approved Rate % Abington & District agricultural show Clyde Main Fund Community Abington Abington & District agricultural show -equipment £5,759 £5,464 100 Biggar Kirk - Gillespie Centre Clyde Main Fund Community Biggar Lift Installation Disabled Access £267,550 £198,551 74 Lowther Men's Shed Clyde Main Fund Community Leadhills Lowther Men's Shed - Phase 2-3 £45,360 £25,360 56 Biggar Corn Exchange Ltd. Clyde Main Fund Community Biggar Upgrading of community theatre lighting and sound systems £94,592 £70,945 75 Royal British Legion Scotland - Biggar & District Branch Clyde Main Fund Community Biggar Memorial Bench & Veterans Breakfast support £1,105 £1,105 100 Leadhills Golf Club Clyde Main Fund Sport Biggar Leadhills Golf Club Rebuild £440,358 £110,358 25 Abington Primary School Parent Council Clyde Main Fund Community Biggar Village Defibrillators £9,025 £9,025 100 Carmichael Community Council Clyde Main Fund Community Carmichael Village Sign Refurbishment £2,800 £2,800 100 Lowther Men's Shed Clyde Main Fund Community Leadhills Lowther Men's Shed Phase 4 £157,114 £62,846 40 Limelight Music Clyde Main Fund Community Glasgow Artistic Rhythms £31,085 £23,250 75 Leadhills Seniors Club Clyde Main Fund Community Biggar Leadhills Seniors Club £6,000 £6,000 100 Biggar Food Growing Group Community Interest Company Clyde Main Fund Community Biggar Market Garden & Employ A Manager £22,778 £17,084 75 Healthy Valleys Clyde Main Fund Charity Lanark Gear Up £295,024 £117,480 40 Coulter and Lamington Primaries Clyde Main Fund Community Biggar Pantomime/City Experience £692 £692 100 Duneaton Community Council Clyde Main Fund Community Biggar Community Bus Trips £2,217 £2,217 100 113
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Appendix 5 Community Council Windfarm Group Type Award Biggar Clyde Community Council £2,472.55 Carmichael Clyde Community Council £5,000.00 Crawford & Elvanfoot Clyde Community Council £4,921.60 Duneaton Clyde Community Council £5,000.00 Leadhills Clyde Community Council £5,000.00 Quothquan & Thankerton Clyde Community Council £5,000.00 Symington Clyde Community Council £5,000.00 114
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 May 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Larkhall Leisure Centre Progress Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on progress with regards to the replacement of Larkhall Leisure Centre [1purpose] 2. Recommendation(s) 2.1. Committee is asked to approve the following recommendation(s):- (1) that the changes to the project scope and programme, following the budget decision to invest an additional £3.85m to increase games hall provision in the new facility, be noted. 3. Background 3.1. In February 2024, full Council approved an additional £12m to bridge the funding gap for the replacement of Larkhall Leisure Centre. This brought the total available funding at that time to £23.9m, which enabled the project to progress. 3.2. Following a robust procurement process, Hub Southwest Scotland Limited, in conjunction with South Lanarkshire Council, appointed BAM Construction as the Tier 1 Contractor. 3.3. Community and Enterprise Resources, along with colleagues in South Lanarkshire Leisure and Culture (SLLC), worked closely with the design team to develop concept designs in line with the available budget. These designs were informed by the outcomes from a previous consultation exercise (Spring 2022), which identified that the highest priorities for the community were swimming, gym, multipurpose space suitable for fitness activities, and a health suite. Due to budget pressures, a like-for- like replacement facility was not possible. 3.4. Community engagement drop-in sessions to review the draft plans took place on 28/29 October and 7 November 2024 in Larkhall Leisure Centre, The Lighthouse and Larkhall Academy. These sessions were well attended with strong support for the swimming pool, gym and fitness suite design; however, negative feedback was received regarding the lack of a games hall within the proposed plans. 12 115
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3.5. Officers are working to amend the contractual arrangements at Larkhall Academy to improve access to the four court games hall and two gyms within the school, which is located directly opposite the leisure centre. These halls can accommodate several sports including badminton, indoor football and basketball. 3.6. In February 2025, full Council approved an additional £3.85m towards the Larkhall Leisure Centre replacement project in order to increase the games hall provision within the new facility. The total budget for the project now stands at £27.750m. This includes Council funding of £21.850m, as well as City Deal, Shared Prosperity, Placed Based Investment and Regeneration Capital Grant funding. 4. Progress Update Design 4.1. The design team are currently re-developing the plans for the new centre, following the budget announcement in February. These revised plans will include:- a 3 court games hall suitable for badminton, pickleball and 5-aside football 25m, 6 lane swimming pool with moveable floor, spectators’ area, steam room and sauna gym - to accommodate high spec cardiovascular and resistance equipment, free weight training areas flexible fitness studio/community space – with adjoining tea prep area 4.2. The project team will review the updated plans and ensure they fit within the affordability cap before these can be shared with key stakeholders and the wider community. Programme 4.3. The project had been due to commence on site in Autumn 2025, with an indicative completion date of October 2027, however the recent change to project scope has delayed the programme by approximately 7 months. The key revised dates are noted below: Key Milestones Previous Programme Revised Programme Planning Submission February 2025 September 2025 Planning Committee June 2025 December 2025 Executive Committee Approval September 2025 May 2026 Start on Site November 2025 June 2026 Completion Date (indicative) October 2027 May 2028 4.4. It was previously advised that a partial demolition of the existing centre would be required to enable the new build project to progress. However, given the increased floor area associated with the inclusion of a 3 court games hall, there may now be a requirement for a full demolition of the existing centre in order for works to progress on site. This will have implications for SLLC and existing service users, and these will be worked through once the extent of demolition is known. Plans to change the Academy to a dual use facility may help to mitigate some service disruption. Consultation and Engagement 4.5. A meeting will be arranged with key community representatives and local elected members to discuss the revised plans (once available), as well as the potential impact of a full demolition, if required. 116
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4.6. Further community engagement drop-in sessions will then be arranged to enable the wider community to review the revised designs. 5. Employee Implications 5.1. Employees within Housing and Technical Resources and Community and Enterprise Resources will have a key role to play in managing this multi-million-pound project. Colleagues within SLLC also have a valuable role in the wider project team in relation to the operational requirements of the new facility. 6. Financial Implications 6.1. Funding for the project is summarised in section 3.7. 7. Climate Change, Sustainability and Environmental Implications 7.1. The project will be striving towards Passivhaus standards. The design team will be able to evidence the carbon and revenue savings for the new facility and this will be reported in due course. 8. Other Implications 8.1. There are no other implications or risks associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. An Integrated Impact Assessment is currently being progressed. 9.2. Continued engagement will take place with local elected members and key community representatives throughout the duration of the project. A project webpage is being developed to provide the public with the latest updates and information about the project. David Booth Executive Director (Community and Enterprise Resources) 23 April 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs. We will work towards a sustainable future in sustainable places. People live the healthiest lives possible. Previous References 2024/2025 Capital Programme Update - Full Council, 21 February 2024 2025/2026 Capital Programme Update – Full Council, 26 February 2025 Larkhall Leisure Centre Replacement – CER Committee 26 November 2025 List of Background Papers None 117
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Gillian Simpson. Partner Liaison Manager Enterprise and Sustainable Development Services E-mail: gillian.simpson@southlanarkshire.gov.uk 118